Moderating Effect of Employee Commitment on the Relationship Between Strategic Training and Firm Performance in Human Resource Consultancy Firms in Nairobi, Kenya

Firm performance is vital for competitiveness, yet many organizations struggle with executing functional strategies despite robust corporate plans. In a dynamic market, strategic training is essential for sustaining superior performance. As global competition intensifies, consultancy firms must enhance their functional strategies to stay ahead. While past research highlights challenges like uncertain returns, poor corporate image, and resource constraints, the impact of strategic training, employee commitment, and firm performance among HR consultancy firms in Nairobi, Kenya, remains underexplored. This research aimed to examine the Moderating effect of employee commitment on the relationship between strategic training and firm performance in HR consultancy firms in Nairobi, Kenya. The study was based on the Resource-Based View (RBV) theory and employed an explanatory research design. Data was collected through questionnaires from 185 human resource management consultancy firms in Nairobi. A hierarchical regression analysis was conducted to derive meaningful insights. The findings showed that affective, continuous, and normative commitments significantly moderate the relationship between strategic training variables and firm performance. Affective commitment had a moderate effect (β=0.210, p=0.030,