Assessment Of The Level Of Resource Based View Implementation In Relation To Human Capital Development At Barclays Bank Branch In Naivasha, Kenya

Abstract

The Resource Based View (RBV) theory emphasizes the firm’s resources as the fundamental determinants of competitive advantage and performance. The key objective in this study was to assess the level of RBV implementation in relation to human capital development at Barclays Bank branch in Naivasha, Kenya. The continued decline in financial profitability of this institution is evident by the fact that competitors like Equity bank who are relatively new entrants in the banking industry have shown an upward trend in building the consumer base as well as market capitalization. Moreover, the possible incapacity of Barclays bank to create an environment that permits the development of the human capital has adversely affected its performance in the market albeit the management is not especially cognizant of this fact. The census sampling was used because of the low number of the bank employees and as such, it was possible to contact all of them.  The study concluded that Barclays bank has put up measures for it to be competitive in its human resource management practices including the hiring and retaining of staff. It is safe therefore to say that apart from embracing RBV concepts, there are other factors that determine the Sustainable Competitive Advantage (SCA) of an institution. It is hoped that this study will benefit the stakeholders in the banking industry who will gain insights on the imperative role played by competent human resource in the efforts to attain sustained competitive advantage. Such advantage largely emanates from rarity in human capital development. It is recommended that further research can be conducted to find out why such a giant financial institutions with a sound financial base and best technology in banking can lose its business standing.