Influence of Goal Setting and Sustainable Firm Performance of Commercial Banks in Eldoret, Kenya 1. Introduction The financial statement of the company provides an overview of the sustainability of company performance. A successful business should improve value disclosure control (Herly & Sisnuhadi, 2011). Sustainable company performance may reflect domestic or external production. External expansion is the leading cause of corporate growth (Selvam et al., 2014). The employee's future growth prospects can emerge because of factors outside of managerial decision-making, and this can be demonstrated by the size of the business (Shan & McIver, 2011). More studies have shown that workforce growth is the major contributor to a policy of loyalty to employees that affects organizational quality (Abu & Som, 2013). Employees want to work for companies and positions that make them feel highly valued and are keen to improve and progress continuously, so both employees and workers appreciate sustainable firm performance. According to a report by Towers Watson (2014) organisations, however, some companies fail to deliver, and some do not know whether the programs work due to the lack of employee commitment policy. The study shows that organizations are working. The government of Kenya commits to develop its employees and encourage them to train and upgrade their knowledge, skills, attitudes and competencies for performance improvement, effective service delivery and sustainable firm performance. It encourages public servants to undertake firm performance management programs and requires all servants to be eligible for training for at least five days of training in a year and be promoted after 3 years (HRM policies, 2016). This is extended to all commercial banks in Kenya. According to the Banking Amendment act of Kenya (2009) commercial banks are financial institutions that accept deposits from customers and give loans and provide other services such as mobile banking, internet banking, and Automated Teller Machine services among others to the public. There are officially 43 approved commercial banks and a mortgage lending agency, according to the Central Bank of Kenya (2016). Of the 43 banks, 40 belonged to a private sector, while the government for Kenya held a majority of three institutions. Of the 40 private banks, 25 were owned locally and 15 were owned by foreigners. Banks are using performance evaluation for the growth of their organisation, the productivity of their workers, the rise in compensation and allocation of bonuses, the tool used by banks for evaluating their success is clear goals, the comparable chart scale methodology (CBK, 2016).
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