Employee Training and Performance of Agency Banking Units of Selected Commercial Banks in Nairobi City County, Kenya

Abstract

Despite the progress made in implementation of Agency Banking both the Commercial Banks and the Agents have not realized the expected results. The study aimed at establishing the relationship between training needs assessment, on-the-job training, off-the-job training and training evaluation and the performance of agency banking Kenya. The study was guided by the Human Capital Theory, Resource Based Theory, and Experiential learning theory, Reinforcement theory and Balanced Scorecard. The study adopted a descriptive research design. The study targeted a population of 882 comprising Agency Banking Managers, Agency Banking Supervisors and Bank Agents ans selected a sample of 268 respondents. Primary data was obtained using self-administered open and closed ended questionnaires and an interview guide. Secondary data was obtained from the banks record on profitability, market share and number of transactions. Data was analyzed for descriptive and inferential statistics using Statistical Package for Social Sciences (SPSS Version 25.0). The information was presented in form of tables and graphs. The study found out that training needs assessment influences performance of agency banking in Kenya to a great extent. The study also found that transfer were used in the banks and it provided experience in other areas. The study concluded that Training Needs Assessment had the most influence on the performance of agency banking in Kenya, followed by onthe Job Training, then by Training Evaluation and the least was off-the Job Training. The study recommends that the commercial banks should assess their agents' needs for training and development more often and conduct them as need arises. Further, the study recommends that the commercial banks should give equal opportunity and chance to every employee to participate in the training programmes.

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