INFLUENCE OF PERSONAL BRANDING ON ORGANIZATIONAL PERFORMANCE IN THE AFFLUENT BANKING INDUSTRY IN KENYA
Abstract
The study sought to determine the influence of Personal Branding on organizational performance in the affluent banking industry. The study was guided by the following specific objectives; to determine the effect of image on organizational performance in the affluent banking industry and to determine the effect of career development on organization performance. The study was conducted using descriptive survey design. The target population of this study was the 20 commercial banks with affluent banking. Since the target population was small, the study was a census survey where all the 20 commercial banks with affluent banking were used. The study purposively selected the affluent banking managers, human resource managers and financial managers in each of the 20 commercial banks. The study therefore targeted 60 respondents. The study collected data using questionnaire. The type of questionnaire to be employed was semi-structured to collect both quantitative and qualitative data. Quantitative data was analyzed using descriptive and inferential statistics. This study employed a multiple linear regression analysis to establish the relationship between the independent and the dependent variables. The study found that personal image affected organization performance. The employees’ image enabled customers to develop a positive perception of the organization thus increasing the customers which ensured that profits increased. Career development affected organization performance. Employees’ career growth in the organization enhanced their commitment in the organization and they had developed their career in the organization and increased their salary. The study recommended that employees should build a good reputation through their image to build a service culture, which puts the customer first and encourages employees to find creative ways to meet a customer's need. Individuals and organization should all strive to facilitate career development to reduce employees’ turnover hence reducing the costs of hiring as well as developing the employees’ capacity and capability which would translate to a better performing organization.
Key words: Image, Career development, organizational performance
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DOI: http://dx.doi.org/10.61426/sjbcm.v4i4.580
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