Employees are always regarded as an organization's biggest asset because the workforce is a major component of every business. Organizations cannot deliver business results, satisfy organizational goals, or reach their financial targets without personnel. The majority of corporations understand how crucial human resources are to their businesses' success. It is impossible to overstate the importance of employing excellent strategic human resource management techniques, particularly when dealing with a dynamic workforce. Employee replacement costs are high, it might be challenging to locate qualified candidates, and expenditures on training are currently less secure, making employee turnover expensive. This study sought to investigate the relationship between Strategic Human Resource Management practices and employee retention in a Private Commercial Bank in Nairobi County, Kenya. Specifically, the study sought to determine the effects of recruitment, career management practices, and training on employee retention in the Private Commercial Bank. The study adopted a descriptive cross-sectional research design. The target population consisted of all the 198 employees of the Private Commercial Bank. This study used simple random sampling to determine the employees who participated in the study. The sample size was 93 respondents which was determined by the use of the formula developed by Yamane.  The study utilized primary data that was collected by the use of questionnaires that were administered to the employees. The study data was analyzed using descriptive statistics through the use of means and standard deviation. Further, regression analysis was used to test the relationship between the study variables. The results indicated a positive significant correlation between recruitment and employee retention (r = 0. 419, p-value=0.000), significant positive correlation between career management and employee retention (r = 0.230, p-value=0.000) and a significant positive correlation between training and employee retention (r = 0.589, p-value=0.000). The study concluded that employee recruitment was crucial for improving staff retention in the private commercial bank in Kenya. Additionally, the research found a strong correlation between staff recruitment and retention. The study came to the conclusion that career management practices, as a strategic HRM practice, had a substantial impact on improving employee retention in the bank, particularly in light of the fact that workers respond favorably to possibilities for career growth and promotion. The study also came to the conclusion that career management methods and employee retention had a very strong favorable association. The study also came to the conclusion that training, as a strategic HRM practice, was essential to improving employee retention, particularly in light of the idea that when organizations support employees' training, everyone is given a clear understanding of their responsibilities as well as the skills and knowledge required to do their jobs.

Technostructural interventions are an expensive typology of organisation development interventions. Commercial banks in Kenya have however been seen to increasingly adopt these interventions in a bid to drive up performance. The literature, on the other hand, indicates that empirical studies on the effects of these interventions have indicated varied results across different sectors and settings. This study therefore sought to establish the effect of technostructural interventions on the performance of commercial banks in Kenya. The typologies of technostructural interventions considered were job enrichment, employee involvement and physical layout. The study adopted a cross sectional research design. Multivariate analysis indicated that job enrichment and physical layout do not have an effect on performance of commercial banks in Kenya. Employee involvement was however found to have a positive and significant effect on the perfomance of commercial banks in Kenya.

The Moderating Effect of Leadership Styles in the Relationshipbetween Employee Commitment and Performance of Commercial Banks in Kenya 1. Background of the Study Performance of commercial banks in Kenya banks has come under increasing pressure mainly due to an increasing level of competition arising from deregulation of the industry (Kungu, Desta & Ngui, 2014). Industry competition is indeed a major challenge that has been argued to lead to glitches in many banking sectors across the global landscape (Boudriga & Ghardallou, 2012). Top level management of banks in Kenya have therefore been seen to continually come up with ingenious ways of addressing challenges emanating from such a growing competitive environment (Ongeri, Nyaoga, Bosire & Nyambega, 2014).Amidst other challenges, the banking sector is also grappling with the challenge of low employee commitment (Nyambura, 2015). This is of concern to the banks as there is evidence in the literature that employee commitment has numerous benefits to organisations including, but not limited to, increased shareholder returns (Walker Information Inc., 2000), increased sales (Barber et al., 1999) and decreased employee turnover (Tett & Meyer, 1993) among other benefits. Some studies, nonetheless, have also established that employee commitment does not have any relationship with organisation performance (Mathieu & Zajac, 1990;Mowday et. al, 1982) a fact that may well present a quandary in many organisations. The differences in the empirical findings on the influences of employee commitment on organisational performance may perhaps be attributed to the lack of consensus in what actually constitutes employee commitment (Dixit & Bhatti, 2012).The conceptualization of employee commitment by Meyer and Allen (1990) into affective commitment, continuance commitment and normative commitment in the three components model is one of the most notable abstractions of the concept of employee commitment (Dixit & Bhatti, 2012). In this conceptualization, affective commitment relates to a personal attachment that an employee has to an organization (Meyer & Allen, 1990). This type of commitment makes an employee exert wholly in the pursuit of an organization's goals. It drives an employee to put in extra effort and Meyer and Allen (1997) argue that it is the most important type of employee commitment, and thus is the type an organization would wish to instill in its employees.Continuance commitment on the other hand is the type of commitment that makes an employee stay with the organization because they need to (Khan, Zia-ur & Akram, 2012). It essentially arises from employment terms, such as the nature of job contracts (Mullins, 2001) and is generally expressed by an employee when one feels leaving the organization is quite costly and cumbersome (Mullins, 2001). Normative commitment on the other hand is related to a general feeling of will to stay in the organization (Khan, Zia-ur & Akram, 2012) and is a feeling of obligation to the organization, and is