Human Resource Management
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Item Impact of COVID – 19 Pandemic on the wellbeing of employees in selected Brand Hotels in Addis Ababa, Ethiopia(AddisAbeba Universty, 2024-07) Mesfin Mekonnen; Teklegiorgis Assefa (PhD)The purpose of this study is to assess the impact of COVID 19 outbreak on wellbeing of employees in terms of Physical, mental, Social and economic aspects in selected Brand Hotel employees in Addis Ababa, Ethiopia. The study is going to be guided by the following specific objectives: determine to which extent COVID 19 outbreak affects the physical, mental, social and economic aspect of employees working in different levels or positions of selected Brand hotels, to examine the effect of COVID 19 outbreak on the employees income in particular, determine the impact of COVID 19 outbreak on the sales revenue of hotel industry and to conclude the extent of COVID 19 outbreak on hotel employees wellbeing. The study adopted descriptive research design using both quantitative and qualitative approach. The target population for the study consists of only the permanent employees working under the three selected brand hotels in Addis Ababa who have been working in the hotels more than four years. A random probability sampling method was used to select the participants from the population. The total sample size was 650. To collect the primary data, the researcher used mainly questionnaire. Semi-Structured questionnaire was used to collect data from sample employees to collect primary data. The questionnaires are classified into six sections; the first section question is about general information, the second section are related with the impact of COVID 19 on hotel employee, the third section questions related with the impact of COVID 19 on financial wellbeing of hotel employee, the fourth section questions related with the impact of COVID 19 on mental wellbeing of hotel employee, the fifth section questions related with the impact of COVID 19 on Social wellbeing of hotel employee and the sixth section questions related with the impact of COVID 19 on job insecurity or trust. The Key Informant Interview was conducted for Human Resources and Finance managers/directors who had a direct relationship with the research study objectives in the three selected brand hotels. The data collection instrument used for the research was questionnaire. In the questionnaire a five point Likert scale were used. Normality test was done for dependent variable in order to aid subsequent analysis. The data obtained was analyzed using both qualitative and quantitative analysis. The study found out that COVID 19 had a significant impact on the wellbeing of employees working in these hotels. Based on the research findings it can be concluded that COVID 19 had a negative impact on employee wellbeing. The findings of the study suggested that employee wellbeing was a significant area an employer should give attention to especially in hospitality industry particularly in hotel in order to create an environment in which the employees can become engaged and productive. The study was conducted in three selected brand hotels in Addis Ababa, Ethiopia. Keywords: - COVID-19 Pandemic, brand hotel, employee wellbeing, Addis Ababa, EthiopiaItem The Effect of Reward and Compensation Management Practices on Employee Performance: The Case of Africa Insurance S.C.(Addis Ababa University, 2024-03) Berihu Tewelebrhan; Teklegeorges Assefa(PhD)The purpose of this study was to investigate how reward and compensation management practices affect the Africa Insurance S.C. Data were collected from four sites the Head office and three branches using an explanatory research design. Primary data was gathered and data was utilized. The purpose of this study was to investigate how reward and compensation management practice, salary, bonus, allowance, training and development, career development and working environment affect the Africa Insurance S.C. Employee performance was the dependent variable. Primary data was gathered by questionnaires and interviews, and data was used. The statistical program SPSS version 25 was then used to analyze the data. The correlation result showed that all independent factors (rewards and compensation, both financial and non-financial) and the dependent variable (employee performance) had a positive and statistically significant association. The regression analysis result shows that 75.7% of the variation in employee performance is explained by financial and non-financial rewards and compensation factors considered for the present study. The organization should focus more on financial allowances and non-financial rewards and compensation. In order to maintain reward and compensation practices that lead to good employee performance, the researcher also suggested that future researchers look into this topic area by integrating with other variables. Keywords: Financial reward and compensation, non-financial reward and compensation, employee performance.Item Determinants of Job Satisfaction Among Health Workforce in Yekatit 12 Hospital(Addis Ababa University, 2024-07) Bisrat Walelgne; Wasihun Mohamed (PhD)This study aims to explore the determinants of job satisfaction among health workers at Yekatit 12 Hospital in Addis Ababa. It specifically tests the effects and relationships between compensation and benefits, work-life balance, job security, and work environment on job satisfaction. Utilizing a mixed-methods approach, this research employs both explanatory and descriptive research designs. The target population consisted of 1,251 health workers, from which a sample size of 303 was selected. A distributed questionnaire yielded 303 responses, with 270 valid responses, resulting in a response rate of approximately 89%. Data analysis included descriptive statistics and inferential techniques, focusing on correlation and regression analysis to assess the relationships between variables. Reliability and validity tests were conducted to ensure the robustness of the findings. The analysis found medium positive correlations between compensation and benefits, work-life balance, job security, work environment, and job satisfaction. Regression analysis showed that each factor significantly contributes to job satisfaction, with compensation and benefits having the greatest impact. These findings underscore the importance of these factors in shaping job satisfaction among health workers. It is recommended that organizations implement regular salary reviews, enhance work-life balance policies, improve communication regarding job security, and foster a supportive work environment to boost overall employee satisfaction. Keywords: Job Satisfaction, Compensation, Work-Life Balance, Job Security, Health WorkersItem The Effect of Knowledge Sharing practices on Employee Performance: The Case of Bank of Abyssinia(Addis Ababa University, 2024-02) Henok Hailu; Abraraw Chane(PhD)The purpose of this study is to investigate The Effect of Knowledge Sharing practices on Employee Performance: The Case of Bank of Abyssinia at Addis Ababa. To achieve the objectives of this study Cross-sectional research design was used. The study used Survey questionnaire, data was collected through questionnaire from a population of 308 employees and 300 questionnaires were returned. The data collected from the questionnaire were analyzed descriptive statistics to summarize respondents' demographics and variables, followed by inferential statistics including correlation analysis to assess relationships, multiple linear regression to evaluate the influence of knowledge-sharing practices on performance, and mediation analysis to explore the roles of motivation, trust, and absorption capacity. The results highlight the critical role of knowledge sharing in enhancing employee performance by improving motivation and the ability to absorb and utilize knowledge. Organizations should prioritize creating an environment that facilitates knowledge sharing, with a particular focus on boosting motivation and learning, while also recognizing the importance of trust. The study found a significant positive relationship between knowledge-sharing practices and employee performance at the Bank of Abyssinia, supporting social exchange theory and the knowledge-based view of the firm. Employees with positive perceptions of knowledge sharing exhibited enhanced task and contextual performance. Key mediators—motivation, trust, and absorptive capacity—accounted for 78.9% of the total effect of knowledge sharing on performance. Knowledge-sharing practices explained 44.8% of the variation in task performance and 45% in contextual performance, highlighting their direct impact on employee effectiveness. The findings emphasize the need for organizations to foster a supportive environment that enhances motivation, trust, and absorptive capacity. Based on the findings of the study, the researcher forwards sound recommendations including that organizations promote a culture of knowledge sharing to enhance employee performance, focusing on individual factors like motivation, trust, and absorptive capacity. Implementing performance management systems, developing user-friendly technologies, and fostering a trusting environment are essential. Additionally, customized training programs and continuous learning initiatives should be established, along with regular monitoring and feedback mechanisms to further improve knowledge-sharing practices and employee effectiveness. Key Terms: performance management systems, Knowledge Sharing practicesItem Determinants of Outsourcing: The Case of Selected Janitor Service Jobs in Addis Ababa, Ethiopia(Addis Ababa University, 2024-09) Lelena Tewodros; Mahir Jibrel (PhD)The purpose of this study was to examine factors affecting outsourcing in the case of Addis Ababa selected janitor service jobs. The study has used explanatory research design in order to examine the effect of Determinant factors affecting Outsourcing decisions. The study design used quantitative and qualitative approaches in order to organize the data desired for the research. Both primary and secondary methods of data collection were used and the questioner as well as interview is used as a source of data gathering. From the total population of 400, a sample of 135 questionnaires distributed and 119 respondents’ response was used to analyze the data. Both descriptive and inferential statistics are used to find the mean score and to test proposed hypothesis and to examine research problems, objectives and questions. The findings of the regression analysis specify that easy access to the right manpower/service have the largest impact on Outsourcing Decisions. Based on the ANOVA analysis and coefficient tables, all the four dimensions used to examine outsourcing decisions (price of outsourcing, reliability of outsourcing service providers, benefits of focusing on core activities, easy access to the right manpower/service) have positive and statistically substantial effect on outsourcing decisions as the f-value = 43.623. In these regards, the four proposed (alternate) hypotheses were rejected by the result of the study. The result of regression analysis of the independent variables on the dependent variable outsourcing Decisions indicates there was a positive and statistically significant effect. The model summary table adjusted r-square value is 0.607 which dictates that 60.7% of Outsourcing Decisions was explained by the variation of the four independent variables and the other 39.3% is due to other independent variables not comprised in the model and the random error. Finally, the researcher recommended to the Addis Ababa Janitor service top management should focus on accessing manpower in order to improve outsourcing activities. Key words: Outsourcing: Outsourcing, Human resource outsourcing (HRO), Benefits of focusing on core activities, Easy access to the right manpower/service, Reliability of outsourcing service providers, Price of outsourcingItem Practice and Challenges of Application of Health and Safety Rules in Selected three Construction Companies in Addis Ababa(Addis Ababa University, 2024-12) Meseret Kiros; Abraraw Chane(PhD)This research paper work aims to find out the practices and challenges of Health and Safety application in selected three construction companies in Addis Ababa. Data was gathered through questionnaires from these selected construction company workers and safety and health professionals and in addition to that company managers and/or human resource managers were also interviewed. The major findings are summarized as 1. There is a lack of creating awareness in the safety and health policies and strategies among the 3 selected and studied construction companies. 2. Providing safety and health related equipment’s are very limited or not available for the construction workers. 3. Construction workers themselves do not understand the danger in their daily work. Recommendations are also listed based on the above findings to enhance the health and safety of construction workers. The researcher believes this research paper contributes it’s part to understand the practice and challenges of health and safety application issues in the construction companies and inspire other researchers for further study on the topic. Key Words PCHSA –Practice and Challenges of Health and Safety Application in Construction Companies OSHA – Organizational Safety and Health ActItem Strategic Humanresource Management Practice and Challenges in Selected Ethiopian Private Banks(Addis Ababa University, 2024-09) Ruth Akalewold; Solomon Markos (PhD)Strategic human resource management (SHRM) practice is becoming widely adopted and discussed worldwide in the organizations. Having these in mind a descriptive study is conducted to assess the strategic human resource practice and challenges in selected Ethiopian private Banks. Both primary and secondary data sources were used to collect data. A total of 248 employees have been used as a target population. From the target population, 153 samples were chosen using sample size determination formula at 95% percent confidence level with a judgmental sampling technique. The study adopted mixed research approach using both qualitative and quantitative data type. A data was analyzed through descriptive statistics with the help of SPSS software. The study recommended that the banks should assess and revise their HR function practices and address the issues raised by the employees like performance evaluation metrics, clear communication of the business goal with employees, skill alignment to improve their SHRM practice. Finally, major challenges were observed that hinder the full implementation of SHRM practices. Key Words: Strategic human resource management, HR alignment, HR functionsItem The Effect of Motivational Factors on Employee Retention in Software Development Companies: The Case of Excellerent Technology Solutions(Addis Ababa University, 2024-09) Sisay Haile; Teklegiorgis Assefa (PhD)The main purpose of this research was to analyze the effect of motivationalfactors have on employee retention in Excellerent Technology Solutions Ethiopian Delivery Center . The study used both descriptive and explanatoryresearch design and us ed mixed research approach. The study circulated 140 questionnaires throughout the study area, 122 of them were correctly complete dand returned, resulting in an 87 % response rate. Software Engineers, Quality Assurance Engineers, Scrum Masters and Project Managers who worked in theselected company made up the study's target demographic . To gather the d ata, a structured questionnaire was used. Both descriptive (frequency distributions,means, and percentages) and inferential statistics were used in the stud y . S tatistical analysis was used to analyze quantitative data. The correlationbetween the variables and multiple variables was assessed using the Pearson correlation coefficient. This analysis discovered that pay, supervision, fringebenefits, nature of w ork and communication have positive correlation with employee retention while promotion, contingent reward, coworker andoperational conditions have negatively correlated . Further, the regression analysis of the findings revealed that, pay and nature of wo rk have positive andstatistically significant impact on employee retention (β = 0.494 and p = 0.000 and β =.247 and p=.050) respectively while promotion β = =--.371 and p =.015 ),contingent reward β = =--.166 and p =. and operating conditions β = =--.673 and p=.000) have negative but statistically insignificant impact on employee re tention.The rest variables supervision, fringe benefits, coworker and communication have no impact on employee retention in software development companies inEthiopia. Key words: Pay, promotion, supervision, fringe benefits, contingent reward,operatin g conditions, coworker, communication, employee retention.Item The Effect of Balanced Scorecard on Employee Satisfaction the case of Ethiopian Shipping and Logistics Service Enterprise(Addis Ababa University, 2024-09) Tesfaye Abera; Seyfu Mamo (PhD)This research thesis explores the impact of the Balanced Scorecard (BSC) on employee satisfaction, focusing on how this performance management tool can influence organizational effectiveness through improved employee engagement, motivation, and retention. In today’s competitive business environment, organizations recognize that the success of their operations depends heavily on employee satisfaction, which directly affects productivity, innovation, customer loyalty, and turnover rates. The study investigates the relationship between the implementation of the BSC, which aligns organizational goals with individual and team performance, and employee satisfaction. The primary aim of this research is to assess how the BSC framework influences employee satisfaction across various organizational perspectives: financial, customer, internal processes, and learning and growth. By examining existing practices, challenges, and strategies for effective implementation of the BSC, the research seeks to provide a comprehensive analysis of its impact on employee satisfaction and to offer recommendations for enhancing the BSC’s effectiveness as a performance management tool. The research is conducted at the Ethiopian Shipping and Logistics Service Enterprise, focusing on the company’s head office and employees involved in BSC implementation. The study relies on quantitative data, collected through surveys with directors, team leaders, and employees. The result of hypothesis testing support the beneficial effects of these elements on employee satisfaction and provides insightful information for organizational strategies aimed at improving overall employee satisfaction inside the company. This study is significant as it aims to provide valuable insights for organizations looking to improve employee satisfaction through strategic performance management systems. The study also seeks to fill a gap in existing literature, particularly regarding the impact of BSC on employee satisfaction. The research will provide actionable recommendations for improving the relationship between performance management and employee satisfaction, ultimately contributing to a more positive organizational culture and enhanced business performance. Key words: Balance Scorecard, employee satisfaction, performance management, strategic managementItem Effect Of Training and Development Practices on Organizational Sustainability in :The Case of Zak Ethiopia Manufacturing and Trading P.L.C.(Addis Ababa University, 2024-09) Blen Wossene; Wubeshet Bekalu (PhD)Training has long been seen as an integral aspect of human development, while the ideas of sustainable development are the foundation of the notion of sustainability. Training and development are essential for organizational sustainability as it is an integral essence of development meeting the needs of the present while also looking ahead and preparing for the future. With this regard, the study aimed to investigate the effects of training and development on the sustainability at Zak Ethiopia Manufacturing and Trading P.L.C, one of the large manufacturing companies in Ethiopia. The study aimed at assessing the effect of training and development Need Assessment, Training and Development Design/ Plan, On-the-Job Training, Off-the-Job Training, and Training and Development Evaluation on organizational sustainability. An explanatory research design and a quantitative research methodology were used in this study. Using a simple random sampling approach, 159 individuals in total were selected as the sample population for this study based on the distribution of questionnaires. Furthermore, while both primary and secondary sources were consulted, the primary data was gathered through employee surveys and management interviews. Furthermore, descriptive and inferential statistics were employed in the analysis and presentation of the data in order to evaluate the effect of training and development on organizational sustainability. Regards the results of the study, concerning the descriptive statistics of the study, it showed that employees had moderate to positive views towards the questions put forward to them concerning the constructs of training and development, as well as organizational sustainability. When it comes to inferential statistics, the results also showed that all five constructs of training and development had a positive effect on organizational sustainability. However, when conducting regression analysis, only the constructs of off-the-job training and training and development evaluation were seen to have a statistically significant result, while training and development needs assessment, training and development design, and on-the-job training were seen to have statistically insignificant results. Hence, seeing these results, it is imperative that the company under study and other manufacturing companies as a whole should give greater emphasis to training and development constructs, while considering the sustainability of the firm in various ways. Key Words: Training and Development, Organizational Sustainability, Manufacturing companiesItem The Effect of Reward Management Practice on Employees’ Motivation in: The Case of Ethiopian Commodity Exchange(Addis Ababa University, 2024-12) Belay Getahun; Abdurazak Mohammed (PhD)Motivation is one of the most critical elements in the area of Human Resources Management. Companies design motivation systems not only to encourage employees to perform their best most efficiently but also to attract future candidates to apply for specific posts. To this end, the main objective of this study is to examine the effect of reward management practice on employees’ motivation in Ethiopian commodity exchange. Data was gathered from both primary and secondary sources. The primary data for the study was collected from 261 permanent employees of Ethiopian Commodity Exchange by using a questionnaire with both open-ended and close-ended questionnaires. Secondary data collection tools included assessing the institution’s annual report, and articles. In the study, the descriptive and explanatory research designs, and qualitative and quantitative research approaches were used to fulfill the objectives of the research. The data obtained was analyzed using the Statistical Packages for Social Science (SPSS) program, descriptive analysis, normality test, reliability test; multicollinearity test Person’s Correlation, and multiple-liner regression was employed to analyze the data. The finding of the study revealed that both extrinsic and intrinsic reward variables have effect on the employee motivation, and it has shown significantly positive relationship between all dimensions of reward variables and employee motivation and it is also supported by the results of regression analysis. The study concludes that the relationship between reward management practices and employee motivation was statistically significant. Based on the findings; the researcher recommended that monetary compensation alone is insufficient to motivate employees. Other factors such as giving greater recognition, promotion, performance appraisal, benefit, payment, promotion, and creating conducive work environment have the greatest impact on employee motivation. In addition to that, the reward should be given to employees when they meet large goals as well as smaller. Keywords: Reward Management practices, Employee motivation, Intrinsic Rewards, Extrinsic RewardsItem 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 valueItem 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 EnvironmentItem 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.Item 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 sectorItem 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.Item 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, ChallengesItem 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 qualityItem 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.Item 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.)