The success of an organization lies in the commitment of the individual human resource towards the attainment of a common goa l. Organizations consider human capital significant in establishing and maintaining a competitive advantage. Studies in the sugar industry in Kenya have indicated low employee performance and consequent decline in employee productivity. Owing to the foregoing facts t he study sought to find out the effects of Human Resource Management practi ces on Employee performance. The objective of this study was to determine the effect of training practices on employee performance in sugar industries in Kenya. This study was guided by Res ource–Based Theory as propagated by Werner Felt in 1984. Descriptive survey research design was used in this study. The target population of the study was 2,987 members of the two as 0.297 which tells us that human resource practices can account for 29.7% of the variation in the level of employee Performance. On overall, the study f ound out that the independent variables TP had a positive and significant influence on employee performance in sugar industry at 95% interval confidence 2 level. The strength and significance of the correlation displayed showed that the variable TP was lowly related with TP
Employee Performance, Human Resource Practices, Training Practices
