The paper investigates the practices of Human Resource Development (HRD) and its effect on organizational performance. The study employs a case-study strategy. A comprehensive study is done at the National Health Insurance Authority (NHIA) Human Resources to evaluate the variables of study. The study addresses the challenges faced by HRD professional, suggests remedies through HRD initiatives to achieve superior performance. Nonetheless, there is no empirical evidence as to whether the adoption of these initiatives led to employee retention and enhanced organizational performance at the NHIA. The study employs the mixed method approach: quantitative and qualitative research approaches. A total of 72 respondents were selected to participated in the research from a population of 90 employees at the Human Resources and Administrative Unit of the study organization. The study adopted questionnaires and interview guides to gather primary data. The study employs the use of descriptive analyses, and regression test to examine the relationship between the independent variable and the dependent variable. The study found that all the seven scales of the independent variable, HRD initiatives: career development, employee guidance and counseling, training and development, skills and technical training, organizational development, management and supervisory development, and coaching and mentoring had significant relationship with the dependent variable, organizational performance. The study concluded that the adoption of these practices would thus improve organizational performance. Keywords: Human Resource Development (HRD), Organizational Performance, Career Development, Employee Guidance and Counseling, Training and Development, Skills and Technical Training, Organizational Development, Management and Supervisory Development, Coaching and Mentoring DOI: 10.7176/JRDM/81-04 Publication date: December 31st 202
