http://www.ijssit.com © Mutoro, Simiyu 1 INFLUENCE OF EMPLOYEE RESOURCING AND DEVELOPMENT STRATEGIES ON PERFORMANCE OF KIBOS SUGAR AND ALLIED LIMITED, KENYA 1* Jemimah Mutoro Munialo jemuto09@gmail.com 2** Dr. Alice Simiyu alinasieku@gmail.com 1, 2 Department Of Entrepreneurship Technology and Management in the School Of Entrepreneurship, Procurement and Management, Jomo Kenyatta University of Agriculture and Technology Abstract The objective of this study was to investigate the influence of employee resourcing and development strategies on the performance of Kibos Sugar and Allied Limited. This study adopted a case study research design. It targeted 250 employees of Kibos Sugar and Allied Limited. It used stratified random sampling technique to derive a sample size of 75 respondents. Data was collected by use of questionnaires. Data collected was sorted by checking for completeness of the questionnaires, scored then coded and tabulated using excels worksheet. Analysis was done using descriptive statistics such as the mean, standard deviation, frequency distribution and percentages. The presentation of data from this study was in terms of figures using bar graph, percentages and tables. The study revealed that employee resourcing strategy and human resource development strategy all had significant positive relationship with performance of Kibos Sugar and Allied Limited. The study concluded employee resourcing strategy and human resource development strategy all have a significant influence on the performance of Kibos Sugar and Allied Limited. Therefore, the study recommends that Kibos Sugar and Allied Limited should adopt the aforementioned strategies. Keywords: Employee Resourcing Strategy, Human Resource Development Strategy, Organizational Performance 1.1 Introduction Strategy is a business approach to a set of competitive moves that are designed to generate a successful outcome (Kelley, 2009). Strategy is about building sustainable competitive advantage that in turn creates above-average overall organizational performance. According to Campbell, McCloy, Oppler and Sager (1993) performance is ‘something that people actually do and can be observed, it is not the consequence or result of action, it is the action itself’. Traditionally performance has been interpreted as measurable outputs, the achievement of which is dependent on the skill and effort which the individual brings to the job. However, within a knowledge and/or service economy, effective performance relies at least as much how a task is carried out, or contextual performance, as on the ability to perform that task (task performance), particularly in distinguishing the excellent from the merely good. These challenges traditional notions of resourcing which focus on understanding the job and therefore specifying the skills required to perform it. Where roles are ill defined or changing, specialist skills and knowledge need to be balanced by the personal attributes of the job holder: style becomes as important as substance.