The Effect of Strategic Human Resource Management Practices on Organizational Performance: A case study of united bank s.c
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Date
2020-06
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Addis Ababa University
Abstract
The aim of this paper was to assess the effect of strategic human resource practices on organizational performance that are being implemented in united bank s.c in Ethiopia. In this regard, vertical integration of HR and the business strategy of the bank, HRM practices consistency and congruence, high quality of staff and internal practices and overall performance of united bank s.c are assessed from varied dimensions. To deliver quality service, understanding of integration of HR with the organization business strategy is required. A number of studies confirm that integration of HR with the organizational business strategy has a great impact on organizational performance. The exploration structure of this investigation is clear and illustrative.
A questionnaire was administered to 330 respondents from head office and beklobet branch of the bank. The questionnaire was a five-point Likert scale. Elucidating insights, for example, standard deviation, mean, recurrence and rate were utilized to investigate the gathered information. Correlation analysis (Karl Pearson) were used to analyze the data.
The main findings of this study indicated that strategic human resource practices have a significant impact on the united bank s.c overall organizational performance. Therefore, the united bank needs to strengthen its strategic human resource practices based on the principles of strategic human resource management to improve the overall performance of the bank
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Keywords
Strategic human resource management, united bank s.c, performance