Strategic training practices, employee commitment and Firm performance among human resource management Consulting firms in Nairobi Kenya

Abstract

Firm performance is crucial for organizations aiming to remain competitive in any business environment. Despite having robust corporate strategic plans, many firms struggle with functional strategy execution, leading to poor performance. In today's dynamic market, strategic training has become essential for sustaining superior performance. The increasing global competition necessitates that consulting organizations enhance their functional strategies to maintain a competitive edge. Previous research highlights issues such as uncertainty of returns, poor corporate image, and resource inadequacy. However, the impact of strategic training practices, employee commitment and firm performance among human resource management consulting firms in Nairobi Kenya, remains under explored. Many organizations invest heavily in training and development, yet employees often fail to transfer their learning to the workplace, raising questions about the true value of these initiatives. This research aimed to examine the role of strategic training practices in firm performance. The study focused on three objectives: determining the effect of employee motivation to learn on firm performance, establishing the impact of perceived supervisor support on employee training, and analyzing the influence of employee training attitudes on firm performance in Nairobi's human resource management consulting firms. The study was grounded in three theoretical frameworks, learning organization theory, Valence- Instrumentality-Expectancy (VIE) theory and organizational support theory. An explanatory research design was adopted, utilizing questionnaires to collect data from 185 human resource management consulting firms in Nairobi. The data was analyzed using descriptive and inferential statistical methods to draw meaningful insights. The findings revealed the importance of strategic training and employee commitment on firm performance among HR consulting firms in Nairobi, Kenya. It was further, established that motivation to learn, supervisor support, and training employee attitude show significant positive correlations with firm performance. The regression analysis indicates these variables explain 2.3% of the variance in firm performance (R² = 0.023). The motivation to learn (β=0.079, p=0.009), supervisor support (β=0.128, p=0.022), and training employee attitude (β=0.196, p=0.013) were found to be statistically significant predictors of firm performance. Hierarchical regression model showed that affective, continuous, and normative commitments significantly moderate the relationship between strategic training variables and firm performance. Affective commitment had a moderate effect (β=0.210, p=0.030, < .05), while continuous (β=0.595, p=0.000 < .05) and normative commitments (β=0.445, p=0.000 < .05), all had stronger and significant moderating effects. In conclusion, while direct effects of strategic training strategies are good, the moderating roles of different commitments are very important for the success of the organization. Organizations should focus on supportive leadership, fostering positive training attitudes, and strengthening employee commitment. Recommendations include enhancing supervisor support, promoting positive training perceptions, and implementing retention strategies. Further research should explore additional variables, employ longitudinal designs, and include diverse contexts to deepen understanding.