Human Resource Management

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Assessment of the Mediating Impact of Development Value on the Relationship between Economic, Social, Application, and Interest Values and Employer Attractiveness: A Case Study of the Ethiopian Banking Industry
(Addis Ababa University, 2024-10) Addisu Kebede; Adane Atara (PhD)
The study investigates the mediating role of development value in the relationship between economic, social, application and interest values and employer attractiveness. The analysis covers five prominent banks: Hibret Bank, Abyssinia Bank, Awash Bank, Zemen Bank, and Dashen Bank, representing a diverse cross-section of the sector. Key findings indicate that economic value, including compensation, job security, and promotion opportunities, significantly influence employee perceptions. Development value, encompassing career-enhancing experiences, recognition, and self-confidence gained through work, is critical. Application value, which includes opportunities to teach and apply skills learned, is highly valued. Social value, characterized by good relationships with colleagues and supervisors and a supportive work environment, is important, while interest value, involving innovation, creativity, and exciting work environments, attracts employees. The study employs a quantitative research design using Structural Equation Modeling (SEM) to explore relationships among these variables. Data were collected through a structured questionnaire distributed to employees across the five banks, ensuring robust empirical analysis. Confirmatory Factor Analysis (CFA) and other statistical methods validate the relationships between economic, social, application, and development values and employer attractiveness, with development values playing a mediating role. The research confirms Development Value emerged as a crucial mediating variable, significantly enhancing the impact of the other independent variables on Employer Attractiveness. This suggests that when employees perceive opportunities for professional growth and development, they are more likely to view the employer as attractive, regardless of other factors. Key word: Employer branding, Economic value, Development value, Social value, Interest Value, Application value
The Effect of Employee Job Satisfaction on Organizational Performance: The Case of Jay Jay Textile Company
(Addis Ababa University, 2024-08) Berhanu W/Tsadik; Wasihun Mohammed (PhD)
Human capital is considered one of the most significant resources for contemporary firms because people possess tacit knowledge that organizations can leverage to enhance their organizational performance. This study examined the effect of job satisfaction on organizational performance at Jay Jay textile industry in Ethiopia. The research applied a quantitative research approach and descriptive and explanatory strategies. The study selected 138 sampled employees from a target population of 213 employees in an Addis Ababa textile company using stratified random sampling procedures. Self-administered questionnaires were used to collect primary data. Descriptive and inferential statistics were computed to describe the characteristics of the variables in the study. The findings revealed that significant relationships between several factors and organizational performance: recruitment and selection (r=0.659, p ≤ 0.05), reward (r=0.600, p ≤ 0.05), teamwork (r=0.605, p ≤ 0.05), career growth, work environment (r=0.601, p ≤ 0.05), and job security (r=0.555, p ≤ 0.05). These correlations were statistically significant. Furthermore, the study revealed positive effects of recognition (B=0.351, p = 0.0001), reward (B=0.191, p = 0.0001), teamwork (B=0.170, p = 0.007), career growth (B=0.177, p = 0.002), working conditions (B=0.177, p = 0.003), and job security (B=0.121, p = 0.045) on organizational performance. This study concluded that job satisfaction such as recognition, reward, team work, career growth, work environment and job security will significantly develop or improve organizational performance. Recognition has the highest effect on organizational performance with a coefficient (B) of 0.351 and a significant p-value of 0.0001. This indicates that recognition has the strongest positive impact on organizational performance compared to other factors studied in the research. Based on the findings above, this study recommends that HR managers in textile firms implement genuine and tailored employee recognition methods. Examples include celebrating Manufacturing Day, hosting Employee of the Year Awards, and using a formal strategic plan. Additionally, enhancing capacity building through qualified experts and training programs aligned with needs assessments, along with developing formal policies for performance appraisal, are crucial steps for improving organizational performance. Keywords: Career Growth, Job Satisfaction, Job Security, Organizational Performance, Recognition, Reward, Team Work, Work Environment
The Effect of Compensation on Employees’ Performance: Empirical evidence from Amhara Bank S.C.
(Addis Ababa University, 2024-09) BethlhemTujuba; Bantie Workie (PhD)
This study investigated the effect of compensation on employee performance at the Amhara Bank S.C. Head Office. The research employed a quantitative approach, utilizing a design that combined descriptive and explanatory components. The sample frame consisted of all employees at the bank's head office, with a sample of 210 participants selected through stratified random sampling. The data was collected using a structured questionnaire with a 5-point Likert scale, covering various aspects of compensation, including direct financial, indirect financial, extrinsic, and intrinsic rewards. Descriptive statistics were used to summarize the data, while inferential statistics, such as correlation and multiple linear regression analysis, were employed to examine the relationships between the compensation factors and employee performance. The regression findings revealed that all predictor variables - direct financial, indirect financial, extrinsic, and intrinsic rewards - had a statistically significant (p < 0.001) positive impact on employee performance. These predictors collectively explain 84.4% of the variance in the dependent variable, employee performance. The regression analysis further revealed the relative importance of each factor, with extrinsic rewards (β = 0.276) having the strongest influence, followed by direct financial compensation (β = 0.251), intrinsic rewards (β = 0.242), and indirect financial compensation (β = 0.233). These results emphasize the multifaceted nature of effective compensation strategies and their profound influence on driving employee performance at the Amhara Bank S.C. Head Quarters. The bank should improve the compensation and reward system to address the diverse needs and preferences of the bank's workforce, through leveraging these key drivers of employee performance to achieve sustained organizational success. Key words:Amhara Bank, direct financial compensation, indirect financial compensation,extrinsic reward, intrinsic reward and employee performance.
The Influence of Human Resource Management Practices on Employee Performance: The case of FH Ethiopia
(Addis Ababa University, 2024-09) Biniam Haile; Zegeye Muluye (PhD)
This study examined the influence of Human Resource Management Practices on Employee Performance in FH Ethiopia. The objectives of the study were to examine the relationship that recruitment and selection practices, training and development initiatives, performance management system, compensation and benefit structure and lastly exploring employee engagement strategies adopted by FH Ethiopia. The study adopted a quantitative and qualitative research method used to collect and analyze using questionnaire. The study found out that the HR practices has positive contribution on the employee’s performance but there were gaps observed per the perspectives reflected by selected respondents. This informs the management to critically look in to the policies and procedures, potential learnings. Thus, the research confirms the hypothesis which all the influence independent variables have on employee performance. It was discovered that HR practices at FH Ethiopia are facing challenges due to an influence of the donor interest and decision power they have over the resources which highly impacting strategic directions on the HR developments specially on the human resources development. The study therefore recommends FH Ethiopia to have a clear recruitment and selection, training and development, performance management system, compensation and benefits, and employee engagement and motivation policy to achieve and improve the employee performance and share lessons to the NGO sector as well. Key Words: Influence of HRM Practices, donor interest and ecision power, strategic direction and NGO sector
The Effect of Talent Management Practices on Employees Performance: The Case of Dashen Bank S.C.
(Addis Ababa University, 2024-10) Fitsum Girma; Mahir Jibril (PhD)
The majority of businesses worldwide are now drawn to the idea of talent management since it is a vital component of competitive advantage. Talent management is the ability to attract, retain, and develop people within the organization to increases company value and employee performance, The purpose of this study was to examine the effect of talent management practices on employee performance at Dashen Bank. In this study an explanatory research design with descriptive survey research design and quantitative and qualitative research method were used to meet specific objective of study and to answer research questions The target populations of this study were employees of Dashen bank that found at Head Office and Lideta Area Branches, specifically whose work as Managerial, HR expert and Employees; to meet the objective of study, based on stratified sampling method, 245 respondents were employed for this study. Accordingly, those 241 valid responses obtained from respondents were used for data analysis with Statistical Package for Social Science (SPSS) Version 27.0 for both descriptive and inferential analysis. The finding of descriptive analysis depicted that, the mean score for overall talent management practice (TP=.59, TRS=3.69, TLD=3.78, TCR=3.056) is above the average. The regression findings reveal a significant positive correlation between talent management practices and employee performance. Particularly, talent planning (B=0.147), recruitment (B=0.260), and compensation (B=034) demonstrate statistically significant effects on employee performance. However, talent learning and development show no significant (B=0.94) correlation with performance. According to the study, in order to improve employee performance, the bank should place a strong emphasis on all aspects of talent management procedures, including talent recruitment, talent planning, talent learning, and talent remuneration. Furthermore, it suggested that improving recruitment procedures, streamlining compensation and reward systems, prioritizing funding for learning and development initiatives, and refining talent planning techniques to better match company objectives. For Dashen Bank and other comparable firms looking to enhance their human resource management strategies, these findings fill in knowledge gaps about the influence of talent management techniques on employee performance. Finally, the researcher recommended that this study explore new research areas especially on the relationship of talent learning and development and employee performance. Key Words: Talent, Talent Management practices, Talent planning, Talent recruitment and selection, Talent learning and development, Talent compensation and reward, Employee performance.
Assessment of Performance Management Practices and Challenges: The Case of Cooperative Bank of Oromia in Addis Ababa Head Office
(Addis Ababa University, 2024-10) Genet Bogale; Zegeye Muliye (PhD)
This study explores the intricacies of performance management practices and the challenges organizations face in effectively implementing these systems. Performance management is a critical process that aligns individual and organizational goals, enhances employee engagement, and drives overall productivity. However, despite its significance, many organizations struggle with various challenges, including inadequate communication, lack of clear objectives, and resistance to change. Related to the above fact, the purpose of this study is to assess and elucidate the performance management practices and challenges at the Cooperative Bank of Oromia head office organ. The study aims to address the fundamental questions of what are the current practices during implementation of performance management system in CBO, the major challenges that affecting the performance management system in CBO, perceptions of employees towards the bank performance management system, processes of conducting performance management system and the alignment of performance management system with strategic goal of the bank. The study design of the descriptive survey has used quantitative research methodologies to tackle these concerns. Questionnaire was used as the main data collection instrument for this study, and 193 employees answered it using a straightforward random sampling method. The data gathered from the questionnaire was compiled using SPSS software. The descriptive statistical method was used to examine the data from surveys and contextual analysis was used to the data from document analysis. The results of the analysis were presented in tables and figures. The scope of the study was limited to head office organs within Addis Ababa. Overall, the study’s conclusions demonstrated that practices and challenges of performance management system. However, the primary problems found included a dearth of frequent feedback, doubts about the raters’ rating accuracy, and a lack of PMS automation software. In light of this, the researcher concluded that even though CBO possesses some strong qualities, such as the ability to clearly define the purpose, vision, and values and to create strategy maps, more work needs to be done before the performance management system can be more advantageous for the business. Increasing employee participation in the PMS process, increasing employee awareness of the PMS’s purpose, setting mutually agreeable goals, gathering data about an employee’s performance from multiple sources, offering regular feedback, and setting realistic, non-delusional goals are just a few of the recommendations made in an effort to close the identified gap. Finally, it was recommended that the evaluation be carried out at the proper time and that the evaluation standards be made absolutely objective. Key Words: Performance measurement, CBO, Challenges
The Effect of Training on Employees Performance: The case of Ethiopian Insurance Corporation
(Addis Ababa University, 2024-10) Genet Fissehatsion; Fiseha Afework (PhD)
The purpose of this study is to investigate the effects of training on employee performance taking the case of Ethiopian Insurance Corporation. This is a Descriptive research type with a quantitative methodology being applied. Data was collected using self-administered close ended questionnaire from respondents who are selected through simple random sampling from the 7 Districts and head office. Out of 227 questionnaires distributed 220 where properly answered and are used in the study. Descriptive and inferential methods of analysis were used with the help of SPSS version23. And the findings show that there is Dissatisfaction of employees on the implementations of the training dimensions such as Training needs assessment, Training method and training evaluation. And results from multiple regression shows that especially, Training method used and training evaluation have significant positive effect on employee performance and explains about 28.9 % of the variation on employee performance. Therefore the recommendation is that the management of EIC especially Human resource department should give due attention for training because it helps in getting best performance from employees. Key words: Training needs Assessment, Training method, Training evaluation, employee performance, Service quality
Assessment of Employees Performance Appraisal Practices: The Case of Bank of Abyssinia
(Addis Ababa University, 2024-10) Haymanot Yitbarek; Banti Worke (PhD)
This study evaluates the Bank of Abyssinia's (BoA) personnel performance appraisal practice and offers suggestions for improvement, focusing on performance objectives, appraisal systems and procedures, appraisal methods, feedback systems, and challenges in the appraisal process. Data was collected using structured questionnaires from 139 employees, selected through stratified sampling from a target population of 1,119 employees in the West Addis Ababa District and HRM department. The literature reviewed spans up to January 2024. Findings reveal that the workforce, primarily young and educated, holds positive opinions about the performance appraisal system, noting clarity in performance objectives and suitability of appraisal instruments. Effective supervisor-employee discussions and a valued feedback system were highlighted. However, challenges such as aligning individual and departmental appraisals and ensuring fair evaluation criteria were identified. The study concludes that while BoA's appraisal system is generally well-received, improvements in communication, goal alignment, and evaluator objectivity are needed to enhance system efficacy and employee satisfaction. Future research should explore the impact of leadership styles, organizational cultures, and job satisfaction on appraisal perceptions, and conduct longitudinal studies to assess changes over time and the effects of implemented improvements. Keywords: Performance Appraisal, Employee Feedback, Organizational Performance, Performance Objectives, Appraisal Systems, Feedback Mechanisms, Appraisal Criteria, Evaluator Bias.
Enhancing Employee Job Satisfaction Through Internal Service Quality at Awash Insurance S.C
(Addis Ababa University, 2024-10) Kenesa Balcha; Wubshet Bekalu (PhD)
This study aimed to comprehensively evaluate internal service quality (ISQ) and its impact on employee job satisfaction at Awash Insurance S.C. Employing an explanatory research design with a descriptive approach, the research targeted frontline employees to understand the nuances of internal service delivery. The target population was systematically sampled using proportional data sampling with stratification to ensure representation across different employee segments. From a sample size of 124 employees, 110 completed and returned the questionnaires correctly, providing a robust dataset for analysis. The research focused on examining the intricate relationship between the quality of internal services provided by the organization and the overall job satisfaction of its employees. Utilizing the adapted SERVQUAL model, the study measured employees' expectations and perceptions of ISQ across various dimensions such as reliability, responsiveness, assurance, empathy, and tangibility. This model facilitated a nuanced understanding of how these dimensions contribute to job satisfaction. The data analysis comprised both descriptive statistics and correlation analyses, which were employed to delineate the status of ISQ and its association with job satisfaction. Additionally, ordinal logistic regression analysis was conducted to delve deeper into the effects of each ISQ dimension on employee job satisfaction, providing a more granular insight into the significance and impact of these dimensions. The findings of the study revealed that all ISQ dimensions exhibited a moderate positive correlation with employee job satisfaction. Notably, the reliability dimension stood out, demonstrating a significantly strong positive influence on job satisfaction. This suggests that employees place a high value on the consistency and dependability of internal services, which in turn, greatly enhances their satisfaction levels. Key terms: Internal service quality, Employee job satisfaction, and Awash Insurance (S.C.)
Assessment of Job Satisfaction and Employee Performance in Private Business Organizations: In the Case of Agp Poultry Plc
(Addis Ababa University, 2024-10) Linda Menassie; Bahran Asrat (PhD)
For every firm to succeed, organizational effectiveness and employee job satisfaction are essential components. To increase productivity, lower turnover, and gain a competitive edge, these two elements are essential. Under these circumstances, employee performance is critical to an organization's success. This is particularly true in the private business sector, where efficiency and competitiveness are critical factors. Hence, taking this into consideration, this study aimed to investigate the effects of job satisfaction on employee performance at AGP Poultry Plc. With this regard, the research focuses on six dimensions of job satisfaction: work itself, work conditions, promotion, supervision, payment, and coworkers, and examines their individual and collective impacts on employee performance. To assess this relationship, the study used a causal (explanatory) type of research, while employing both primary and secondary data. The primary data was collected through close (Likert-scale) and open-ended structured questionnaires, while also using secondary data of the organization to measure employee’s performance. When it comes to the sample size, out of a population size of 143 employees, 105 Samples were selected by using simple random sampling method. The study applied Descriptive and Inferential statistical technique approach of quantitative method through averages (mean), frequencies, percentages, Correlation coefficient, and multiple regressions to analyze and present the data collected. When it comes to the response rate of the study, 83 respondents returned the questionnaires distributed to them. Moreover, the results of the study revealed that five dimensions—work itself, work conditions, promotion, supervision, and payment—had statistically significant positive effects on employee performance. In contrast, coworker relationships, while positively related to performance, did not show a statistically significant impact. The findings suggest that both intrinsic and extrinsic job factors play crucial roles in enhancing employee performance, with work conditions and supervision emerging as particularly influential. The study contributes to the broader literature on job satisfaction and provides practical recommendations for management to focus on improving job design, work environments, and supervision practices to boost employee performance. Directions for future research are also discussed, including the exploration of mediating and moderating variables in the relationship between job satisfaction and performance. Key words: Job satisfaction, Job performance, AGP Poultry PLC, and demographic factors.
The Effect of electronic Human Resource Management (E-Hrm) Practices on Organizational Performance - The Case of Cooperative Bank of Oromia
(Addis Ababa University, 2024-10) Muhidin Ahmed; Teklegeiorges Assefa(PhD)
This study examined the effect of Electronic human resource management practices on organizational performance at Cooperative Bank of Oromia in Ethiopia. The research applied a quantitative research approach and descriptive and explanatory strategies. The study population comprised all 209 sampled employees at the studied bank’s headquarters and selected branches in Addis Ababa. Self-administered questionnaires and interviews were used to collect primarydata. Descriptive and inferential statistics were computed to describe the characteristics of thevariables in the study. The findings revealed that this bank had a number of EHRM practices inplace, but their systematic implementation was hampered by a lack of clearly defined formal policies and guidelines throughout the organization, and a formal (written down) strategic plan. It was also observed that the corporation needed improvement in the areas of electronic recruitment, training, motivation, and performance appraisal. In addition, this research has established a significantly positive and significant effect between EHRM practices such as erecruitment (sig, 0.011), e-training (sig, 0.013), e-compensation (sig, 0.0001), and eperformance appraisals (sig, 0.001) and organizational performance. This study concluded that EHRM practices such as e-recruitment, e-training, e-compensation, and e-performance management will significantly develop or improve organizational performance. Thus, this study suggests HRM managers and a public administrator embrace the use of a formal EHRM strategic plan, enhance capacity building by utilizing both qualified experts, electronic training programs on training needs assessments, and develop formal policies to guide performanceappraisal. Keywords: Banks, Electronic Human Resource Management, Organizational Performance,
The Effect of Selected Strategic Human Resource Management Practices on The Organizational Performance: A case study of Zemen Bank S.C.
(Addis Ababa University, 2024-10) Solomon Nigus; Seifu Mamo(PhD)
The main objective of this research was to determine the effect of selected strategic human resource management practices applied by Zemen Bank S.C. on compensation, recruitment and selection, training and development, and performance appraisal. To conduct the study both qualitative and quantitative methodologies were used. To gather the essential data for the study, 250 respondents completed and assessed questionnaires. The statistical software used for the analysis was SPSS. Descriptive statistics were computed to describe the characteristics of the variables in the study, while correlation and multiple regression analysis were done by using the Pearson correlation coefficient to establish the type of relationship that exists between the independent variables and the dependent variable. ANOVA was used to determine if the variation in the independent variables explained the observed variance in the outcome. The primary findings of this study revealed that SHRM practices have significant effects on Zemen Bank's overall organizational performance. To improve its SHRM practices and performance, it needs to prioritize compensation, performance appraisal, training and development, recruitment, and selection. As a result, Zemen Bank should develop good recruitment strategies, compensate based on their performance, and train employees regularly to improve the bank's overall performance. The study was limited to a Zemen Bank S.C. case study; therefore, future researchers should conduct studies in different service industries using various factors to see if the same results would be obtained. Key words: Compensation, Recruitment and Selection, Training and Development, performance Appraisal, Organizational Performance,
An Assessment Study on Sucession Planning Practices and Challenges on the Case of Bank of Abyssinia
(Addis Ababa University, 2022-06) Endashaw Tesfaye; Zegeye Muluye (PhD)
This research is tried to investigate and present the succession planning challenges on the Bank of Abyssinia, through the method of different data analysis, mainly by the questioning of the customer and the staff of this bank. Besides, as a main objectives, the research observed, investigated and examined the main problem of succession planning practice inside the case of Abyssinia bank. Afterwards the reaserch tried to indicate some sort of professional solutions and recommendation. Succession-making plans is a key in the current state of affairs of tight expertise markets and competitive instances. Strengthening talent has a right-away effect on bottom-line results and contributes to organizational boom. Subsequently, development at the talent level is ought to for basic organizational improvement. Succession planning is a topic that is not extensively mentioned in lots of agencies due to its sensitivity. The methodology used by the researcher to collect the data are, primary and secondary information statistic survey. Since I verify, the general overall performance of the bank by the use of descriptive research design. The statistics were interpreted via the use of quantitative and qualitative techniques. That is due to the fact I interpret the locating in a mathematical and descriptive manner so that’s why I choose to use both methods. The look at is totally based on number one facts amassed, as remarks on parameters associated with succession planning practices in the Abyssinia bank organizational studying and improvement activities is basically assumed to have an influence on the succession planning pastime of the bank. Whereas the competency stage of the financial institution has the least effect on such interest. Better banking performance and better human resource management are inseparable. But having such a kind performance require, well succession planning. Finally, I recommended the bank to integrate succession planning system for human resource management and it should have the top priority among the tasks bank management has. Since, the bank needs to identify competency gaps, courses the education or skills control programs, and so on. After all, from taproot of the research, I concluded that, human resource management system, serves as a central repository of full employee data which includes information on education, experience, professional training, and other skills where the bank access such data in planning training, and facilitating succession planning. Key words: (HRM) human resource management, (SP) succession plans (BoA), bank of Abyssinia. (BBM) Branch Business Manager, (BOM) Branch operation manager, (ERB)Executive Resource Board (HRD) Human Resource Department
The Effect of Strategic Human Resource Management Practices on Organizational Performance: A Case Study of Commercial Bank of Ethiopia Bole District
(Addis Ababa University, 2022-06) Yared Solomon; Abdurezak Mohammed (PhD)
The goal of this research was to investigate the impact of strategic human resource strategies on organizational performance at the Commercial Bank of Ethiopia. Vertical integration of HR and the bank's business strategy, consistency and congruence of HRM processes, high quality of employees and internal practices, and overall performance of Commercial Bank of Ethiopia are all evaluated in this regard. Integration of HR with the organization's business plan should be studied in order to maximize service quality and productivity. According to studies, integrating HR with the organizational business plan has a positive impact on organizational performance. This investigation's exploration structure is straightforward and illustrative. A questionnaire was distributed to 222 respondents from the Bole District and CBE branches. The survey used a five-point Likert scale. To investigate the acquired data, illuminating insights such as standard deviation, mean, recurrence, and rate were used. The data was analyzed using correlation analysis (Karl Pearson).The major findings of this study suggested that strategic human resource strategies had a moderate impact on the overall organizational performance of the Commercial Bank of Ethiopia. As a result, in order to enhance the bank's total performance, the Commercial Bank of Ethiopia must improve its strategic human resource practices based on strategic human resource management principles. Key words: Strategic human resource management, Commercial bank of Ethiopia, Organizational performance
The Role of Providing Onsite Daycare Facility in Increasing the Productivity of Mother Employees the Case of Addis Ababa City Government Offices
(Addis Ababa University, 2022-06) Yeabtsega Hailu; Belaynesh Tefera (PhD)
Onsite day care facility is one of the benefits that working mothers can get from organization. The aim of this study is, thus, to the role of providing onsite daycare facility in increasing the productivity of mother employees in Addis Ababa city governmental offices that have their own building as a case study. An explanatory research design was applied to determine the relation and impact intensity on employee productivity, mother employees and their mangers in Addis Ababa city governmental offices that have their own building were target population and conducted the survey on a total of 153 mother employees and 59 mangers total population sampling technique is used. The analysis was carried out using SPSS 20.0 application software. The findings revealed that all the motivation, job satisfaction and turnover. Showed positive and significant relation with employee productivity. The analysis revealed that each employee motivation, job satisfaction and turnover dimensions have positive and significant effect on overall employee productivity. This predicted change in the dependent variable for every unit changes in that specific predictor. Keywords: Motivation, job satisfaction, turn over, Employee Productivity, Addis Ababa city governmental office
The Effect of Teamwork on Employee Performance: The Case of Ethiotelecom
(Addis Ababa University, 2022-06) Habtamu Dabesa; Abdurezak Mohammed (PhD)
The general objective of the study is to examine the effect of teamwork on employee performance by taking evidence from employees of Ethiotelecom. More specifically, the study tried to see the relationship of teamwork with communication, complementary skill, purpose and specific goals, clear working approaches and mutual accountability. Primary data was obtained through structured questionnaire from employees of Ethiotelecom. Data were collected through the five point’s Likert scales of questionnaires, and the study used quantitative and qualitative research approach. Simple random sampling technique was used to sample between employees of Ethiotelecom. The researcher proportionally distributed 342 questionnaires to employees of Ethiotelecom and 319 of them were collected for further analysis. In order to meet the research objective, collected data were analyzed through descriptive analysis techniques. correlation and regression analysis methods were used to analyze the collected data by using SPSS software version and Descriptive analysis tools such as frequency, mean and standard deviation to present results statistical analysis tools such as correlation coefficient was worked out and used to investigate the relationships between variables. Regression analysis was performed to study the effect of independent variables on employee’s performance. The study examined five independence variables, communication, complementary skills, purpose and specific goal, clear working approaches and sense of mutual accountability. The explanatory variables explain dependent variables accounted for 36.2%. Research findings indicates that there is a significant relation between teamwork components on employee performance, and also to regression testing that all variables were examined at the same time on employee performance; results showed that all components have a significant effect on employee performance. The researcher recommends that Ethiotelecom which adopt teamwork should consider providing the necessary support to teamwork group as basic components of the organization asset. Key words: Employee performance, communication, complementary skill, purpose and specific goals, clear working approach and sense of mutual accountability
The Effect of Reward Management Practices on Organizational Performance the case of Tnela Construction PLC
(Addis Ababa University, 2022-06) Hanan Munir; Solomon Markos (PhD)
This study was conducted to examine the effect of reward management practice on Organizational performance the case of Tnela Construction PLC. Explanatory research design was used to gather data from 9 project sites namely weyra, Megenagna, Lancha head office, Betel, Cherqos, Torhayloch, Kera, Tero new site, Alem Bank and Lebu Muaz located in Addis Ababa. Census data was used and Primary data was collected through interview and questionnaires. SPSS version 20 Statistical Software was then used for data analysis. The independent variables were intrinsic rewards and extrinsic rewards whereas the dependent variable was organizational performance. Mean, standard deviation and correlation analysis were used to analyze the data. The correlation result indicated that there was a positive and statically significant relationship between all of independent variables (intrinsic and extrinsic rewards) and dependent variable (organizational performance). The regression analysis results shows that 75.1% of the variation in organizational performance is explained by intrinsic and extrinsic rewards factors considered for the present study. This implies that, an increase or decrease in both intrinsic and extrinsic rewards will bring corresponding change in organizational performance. Hence, both should be used together to complement each other in enhancing long-term organizational performance, building and strengthening appropriate reward system to have a holistic effect. Keywords: Intrinsic Rewards, Extrinsic Rewards, organizational Performance
Practice and Challenges of Employee Acquisition and Retention in the Case of Abyssinian Flight Services and Aviation Academy
(Addis Ababa University, 2022-06) Hiwot Mamush; Solomon Markos (PhD)
The rationale of this research is to investigate practice and challenges of employee acquisition and retention in Abyssinian Flight Services & Aviation Academy. Having observation of the increasing rate of employee termination rate of the organization the researcher discovered the current activity of employee acquisition and retention practice as the company is under risk if the tendency of employee termination is continues with the current movement. To address this study descriptive analysis method was employed and also quantitative and qualitative approaches were used. To gather data for the study questionnaire and interview have been used. The researcher used Census method as the population size is limited and manageable then questionnaires were administered to the current staffs 80 and some terminated staffs 8 with the total population of 88. A purposive sampling was used for an interview from each department representatives and management staffs. Data obtained through questionnaire has been analyzed by using descriptive statistics (percentage, mean and standard deviation) supported by SPSS version 25 software. Hopefully the study is useful for the area of Aviation industry especially private airlines as it can be a base for future study. Finally the result is collected from 85 respondents; the study found that more of the recruitment practices are comfortable. However more of the practices with relation to attraction and retention of employees are ineffective so that the reason for high employee’s turnover is clearly seen from the data results. The study recommends acquiring talented employees without effective retention mechanisms brings nothing success for the company stability and development. Thus, the management should establish effective policy and strategies for employee retention and acquisition practices, improve benefits, compensation, and incentive packages, make fair and equitable annual salary increment, reward and recognition should be based on performance evaluation management system and apply fair carrier and development opportunities equally for all employees. Key Words: Aviation industries, Employee Retention, Employee Acquisition, Challenges, Turnover
The Effect of Flexible Work Arrangements (FWAs) on Employee Engagement in BeMedia Media Program Preparation And Advertisement P.L.C. (Kana Television)
(Addis Ababa University, 2022-02) Kebkab Worku; Seifu Mamo (PhD)
Employee engagement is the strength of the mental and emotional connection employees feel towards the work they do, their teams, and their organization. Recently, the concept of EE is gaining significant attention by human resource professionals and stakeholders. The attention that has been afforded to EE relates to the understanding that employees are competitive advantages of a company; and engaged employees stay with their company long term while contributing their best to the success of their organization. This paper argues that flexible work arrangements, if managed properly and benefiting the majority, will significantly determine the level of employee engagement. In light of this and acknowledging that the topic has not been widely studied in Ethiopia, the study aimed to examine the effects of FWAs and other IVs such as age, gender, education, marital status, experience and income on employee engagement in Kana Television. The study relied on the collection and analysis of quantitative data from primary sources. A total of 367 employees of Kana Television participated in a survey questionnaire. Moreover, pertinent theoretical and empirical literatures were carefully reviewed. The analysis involved appropriate techniques. The quantitative data analysis involved statistical models such as descriptive tools and inferential statistics, among others, like mean comparisons, correlation such as Mann -Whitney test, Kruskal Wallis test, and as well as ordinal logistic regression. Findings of the study revealed positive relationship among several IVs and the DV. On the other hand, some IVs showed no significant association with the DV. Based on the findings of this research it can be concluded that PF & LF contributes highly to employee engagement. Key Words: Employee Engagement, Flexible work arrangements, ordinal regression
The Effect of Work Ethics on the Employee Job Performance: The Case of Addis Ababa City Administration
(Addis Ababa University, 2022-09) Martha Debebe; Solomon Markos (PhD)
This study investigates the relationship between employees' work ethics and their level of job performance in the context of Addis Ababa City Administration. Honesty, responsibility, fairness, and respect for others are the four pillars that make up the work ethics dimension. Relevant data was gathered from 228 employees of the Addis Ababa City Administration through utilizing proportionate stratified simple random sampling technique. The study employed quantitative research approach as well as an explanatory research design to examine the relationship between work ethics and job performance. To this end, the data were analyzed by using descriptive and inferential statistics with help of statistical software known as the (SPSS) version 24. The result indicated that the three dimensions of work ethics, honesty, responsibility, and respect for others are significantly and positively related with the level of job performance achieved by employees. The finding suggested that improving these dimensions of work ethic through appropriate awareness creation efforts will enhance employees job performance thus improving the overall service delivery of the city administration. Keywords: Work ethics, Job performance, Honesty, Responsibility, Fairness, Respect for others, Addis Ababa city Administration

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