Business strategies that are formulated and implemented by many organizations in Kenya do not significantly enhance their performance. This could be due to lack of strategic fit between business strategies and Human Resource strategies in these firms. Therefore this study was conducted to establish the synergies created by strategic fit between Business strategies and Human resource strategies in Transnational tea firms in Kenya. The study was guided by the following specific objectives:- To determine business strategies and Human Resource strategies applied by Transnational tea firms in Kenya and the synergies created by the fit between them. The study adopted descriptive research design. The targeted population comprised of 20 strategic managers and 7 human resource managers, totaling to 27 respondents. Censor method was applies due to small targeted population. Primary data was collected by use of questionnaires while secondary data was collected from firms’ strategic plans, productivity profiles and from inventories. The collected data was analyzed by the help of Statistical Package for Social Sciences (SPSS 12.0). The study found that once business strategies are decided upon, human resource strategies that complement and justify them have to be formulated and implemented. The study established that strategic fit leads to several synergies to the organization among them, enhanced employee commitments, flexibility and improved employee productivity. All these are crucial competitive advantage for an organization. The research recommends that HR strategies need to be explicit and clearly stated. Transnational tea firms in Kenya should outsource the non-core activities and should have a well grafted balance between the use of Tea harvesting machines and handpicking of tea.
Synergies, Strategic fit, Out sourcing, Social capital, Human capital
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