The Effect of Strategic Human Resource Management Practice on Employee Performance : in the Case ofAwash Bank
No Thumbnail Available
Date
2025-01-22
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
AAU
Abstract
This study aims to analyze the effect of strategic human resource management practice on
employee performance in the case of Awash Bank at head office and southern Addis Ababa
district branches. The research adopts quantitative research approach in which both descriptive
and explanatory research design are applied. For which stratified sampling techniques have
been to select the study sample from the target population of the study. Out of the 152 of the bank
employees approached for the study from Awash Bank at head office and southern Addis Ababa
district 141 employees effectively responded to the research survey questionnaire. Both primary
and secondary data sources were applied for this study. The secondary data was used to assess
the existing processes, policies, procedures, and forms utilized by the HR department of the
Awash Bank while the primary data was collected through a questionnaire that included mainly
close-ended questions and some open-ended questions which were applied for respondents at
managerial positions. Quantitative data obtained from the survey analyzed using SPSS software
package. Statistical analysis techniques like correlation and regressions methods are used to
examine the relationship between the dependent Employee performance in our case and
independent variables which are SHRM practices such as career planning, training &
development, performance appraisal, recruitment, reward management and employee
performance. The outcome of the quantitative analyses is presented using bar charts, graphs, pie
charts, and tables. Accordingly, quantitative assessment outcomes are presented in the form of
frequency distribution tables and bar graphs. The findings of the Regression analysis revealed
significant positive correlations between four of the SHRM practices (independent variables)
and employee performance metrics. Particularly the reward management and performance
appraisal practices had the most substantial impact on employee performance outcomes. While
Training & Development and Selection & Recruitment are also expressed positive relationship
with the outcome variable, albeit weaker. This study contributes to the understanding of the
positive relationship between effective SHRM practices and employee’s performance outcomes.
Which in turn offers practical implications for HR strategies and practices in the banking sector.