Relationship of human resources turnaround strategies and organizational performance in KCB bank and Uchumi supermarket in Kenya

Abstract

Many organizations across the world are facing declining organization performance due to everchanging business environment. One of the major variables threatening their performance is the humanresource. The organizations fight hard in the hostile environment for survival in their distress. To dothis they initiate and implement human resource turnaround strategies to attain recovery andsustainable performance. This paper is an effort to study and establish the relationship between humanresources turnaround and organizational performance. Specific human resource turnaround strategiesstudied include workforce reorganization, talent acquisition in senior management, training anddevelopment of new organizational culture, workforce retrenchment, performance targets formulation,and staff performance appraisals. Other metrics included teamwork among colleagues, talentdevelopment, staff credentials revaluation, and team building activities. The study adopted a casualand mixed research design where data was analyzed based on case analysis where both inferential andstatistical data was addressed. The findings reveal that the ten human resource turnaround strategiesaffected the organizational performance and contributed to turning around KCB bank and Uchumisupermarket.