IMPACT OF HUMAN RESOURCE PLANNING AND DEVELOPMENT ON EMPLOYEE’S PERFORMANCE OF SELECTED BANKS IN BAUCHI

ABSTRACT This study investigates the impact of Strategic Human Resource Planning (SHRP), Employee Training and Development Programs, and Career Development Opportunities on employee performance in selected banks in Bauchi. The primary aim is to examine how these human resource practices influence employee performance, with specific objectives including evaluating the effect of SHRP, assessing the impact of training and development programs, and exploring the relationship between career development opportunities and employee performance. The research employs a survey design, targeting 248 bank staff across five banks in Bauchi. Using Taro Yamane's formula, a sample of 149 respondents was selected, with data collected via structured questionnaires. Descriptive statistics, correlation, and regression analysis were used to analyze the data. The findings reveal that while SHRP has a statistically significant but negative impact on employee performance, suggesting potential misalignments in strategic planning, Employee Training and Development Programs and Career Development Opportunities do not significantly enhance performance outcomes. The results indicate a gap between the anticipated benefits of these HR practices and their actual effectiveness within the Bauchi banking sector. The negative impact of SHRP and the lack of significant influence from training and career development initiatives highlight potential issues in aligning these practices with employee needs and organizational goals. The study concludes that current implementations of SHRP, training programs, and career development opportunities in the Bauchi banks do not meet best practice standards or deliver the expected positive results. The negative effect of SHRP on performance suggests a misalignment between strategic planning and performance support, while the ineffectiveness of training and career development programs points to a failure in addressing employee needs or enhancing performance. Based on these findings, the study recommends revising SHRP practices to better align with employee and organizational needs, enhancing training programs to address specific skill gaps, and improving career development opportunities by providing clear advancement pathways and effective communication. These recommendations aim to improve the effectiveness of HR practices and enhance employee performance in the banking sector. Further research should expand the sample to include a broader geographic scope and incorporate qualitative methods to gain deeper insights into the challenges and gaps in HR practices.