The impact of human resource management practices on organizational performance: a case study of SACCO Bank

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Kampala International University; College of Economics and management
This research looked at the impact of HRM practices on organizational performance in the case of some rural banks in the Ashanti Region of Ghana. Research over the years, has established significantly a positive correlation between HR practices and organizational performance. The assumption underpinning the practice of HRM is that people are the organization’s key resource and organizational performance largely depends on them. Therefore, if an appropriate range of HR policies and processes are developed. And implemented effectively, HR will make a substantial impact on organizational performance. However, the • majority of the cold. The objectives of the study were to examine the general HR • practices and programmes of the rural banks, evaluate the perceptions of employees on HR practices and programmes of the rural banks and establish the impact of properly managing resources on the performance of these rural banks. This study surveyed four branches each of four rural banks with total respondents of 150 made up of 40 managerial employees and 110 non-managerial employees. The response rate was 98.66% which represented 40 managerial employees and 108 non-managerial employees. The study employed two sets • of 8 and 10 HR practices categorized questionnaires for managers and employees respectively. Purposive and convenience sampling techniques were applied to managers and employees respectively. The findings of the study revealed that HR practices are improperly planned; implemented and managed by non-HR experts and that the practices progrommes and policies of these rural banks are lowly perceived by their employees. The• study also showed that •the en6nnous benefits of properly managing human resources are lost to these rural banks. It was recommended that rural banks should dedicate a department to HR for the proper management of human resources through whom competitive advantage could be created.
A thesis submitted to the College of Economics and Management Department of Business and Management in partial fulfillment of a Bachelor's Degree in Human Resource Management at Kampala International University
Human resource management, Organizational performance