Abstract:
This study entitled The Effects of Human Resource Practice on Organizational
performance: A case study of some selected organizations in the Central Region
intended to assess the relationship between human resource practices and
organizational performance as well as the most effective human resource practices to
achieve organizational performance. A case study research design was adopted as an
appropriate study design. A sample of 50 employees was selected using purposive
sampling and simple random sampling. A self-administered questionnaire composed
of closed-ended was used to collect data. This was coupled with the use of secondary
data to analyze the data for the study. Data were analyzed using descriptive statistics
using excel for quantitative data. The findings indicated that there is an existence of a
positive relationship between human resource practices and organizational
performance. The study also revealed that, market share and corporate social
responsibility were the most effective ways of achieving organizational performance.
The performance of both employees and the institutions depends on how managers
use best practice on employee’s management. It was concluded that selected human
resource practices work well if there are effective policies to assist managers when
motivating staff to raise their working morale. It was recommended that the public
sector institutions Governing Boards, should be competent so that they can supervise
managements and sign performance contracts with managers and later appraise.
Description:
A Dissertation in the Department of Human Resources
Management, School of Business, submitted to the School
Of Graduate Studies, in partial fulfillment of the
requirements for award of the degree of
Master of Business Administration
(Human Resources Management)
in the University of Education, Winneba
