Effect of human resource management practices on organizational performance a case study of some selected companies in the Central Region

Abstract

This study entitled The Effects of Human Resource Practice on Organizational performance: A case study of some selected organizations in the Central Region intended to assess the relationship between human resource practices and organizational performance as well as the most effective human resource practices to achieve organizational performance. A case study research design was adopted as an appropriate study design. A sample of 50 employees was selected using purposive sampling and simple random sampling. A self-administered questionnaire composed of closed-ended was used to collect data. This was coupled with the use of secondary data to analyze the data for the study. Data were analyzed using descriptive statistics using excel for quantitative data. The findings indicated that there is an existence of a positive relationship between human resource practices and organizational performance. The study also revealed that, market share and corporate social responsibility were the most effective ways of achieving organizational performance. The performance of both employees and the institutions depends on how managers use best practice on employee’s management. It was concluded that selected human resource practices work well if there are effective policies to assist managers when motivating staff to raise their working morale. It was recommended that the public sector institutions Governing Boards, should be competent so that they can supervise managements and sign performance contracts with managers and later appraise.