The Effect of Human Resource Practice on Organizational Growth: in

case Bank of Abyssinia, East Addis Ababa District.

A Thesis proposal Submitted to the School of Graduate Studies of Maryland

International College in Partial Fulfillment of the Requirements for the Award
of the Degree of Master of Business Administration (MBA)

BY ASTER ABEBE

ID GMBA/069/14

Under the Guidance of

Dr. Hailemariam

MARYLAND INTERNATIONAL COLLEGE

SCHOOL OF GRADUATE STUDIES

MBA PROGRA

May, 2023

Addis Ababa, Ethiopia

 DECLARATION
I hereby declare that this thesis proposal entitled “The Effect of Human Resource Practice on
Organizational Growth: in case Bank of Abyssinia, East Addis Ababa District.”, has been carried out
by me under the guidance and supervision of Dr. Hailemariam.

The thesis is original and has not been submitted for the award of any degree or diploma to any
university or institutions.

Researcher’s Name Date Signature

_________________________ ___________________ __________________

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Contents
Chapter One .................................................................................................................................................. 1
Introduction ................................................................................................................................................... 1
1.1 Background of the Study .................................................................................................................... 1
1.2 Statement of the Problem .................................................................................................................... 2
1.3 Research Questions ............................................................................................................................. 4
1.4 Objectives of the Study ....................................................................................................................... 4
1.4.1. General Objective ....................................................................................................................... 4
1.4.2. Specific Objective ....................................................................................................................... 4
1.5. Significance of the Study ................................................................................................................... 4
1.6. Scope of the Study ............................................................................................................................. 5
1.7 limitation of the study ......................................................................................................................... 5
1.8. Organization of the Study .................................................................................................................. 6
Chapter Two.................................................................................................................................................. 7
Review of Related Literature ........................................................................................................................ 7
Introduction ................................................................................................................................................... 7
2.Theoretical Review .................................................................................................................................... 7
2.1 Definitions and Concepts Of HRM..................................................................................................... 7
2.2 Theories Of HRM ............................................................................................................................... 8
2.2.1 Expectancy Theory ...................................................................................................................... 8
2.2.2 Human Capital Theory ................................................................................................................. 8
2.2.3 Reinforcement Theory ................................................................................................................. 9
2.2.4 Resource-Based Theory ............................................................................................................... 9
2.2.5. Goal-Setting Theory.................................................................................................................. 10
2.3 The Functions Of HRM .................................................................................................................... 11
2.4 Practices Of HRM ............................................................................................................................. 11
2.4.1 Recruitment and Selection ......................................................................................................... 11
2.4.2 Training and Development......................................................................................................... 12
2.4.3 Performance Appraisal ............................................................................................................... 13
2.4.4 Compensation Management ........................................................................................................... 14
2.5. Empirical Review............................................................................................................................. 15
2.6. Conceptual Framework .................................................................................................................... 18

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Chapter Three.............................................................................................................................................. 19
Research Methodology ............................................................................................................................... 19
Introduction ................................................................................................................................................. 19
3.1. Back Ground Of the Company......................................................................................................... 19
3.2. Research Design and Approach ....................................................................................................... 20
3.2.1. Research Design........................................................................................................................ 20
3.2.2. Research Approach ................................................................................................................... 22
3.3. Types And Sources of Data ............................................................................................................. 22
3.4 Target Population .............................................................................................................................. 22
3.5 Sample Design and Sampling Procedure .......................................................................................... 22
3.6 Data Collection Methods .................................................................................................................. 24
3.7 Methods of Data Analysis ................................................................................................................. 25
3.8 Validity ............................................................................................................................................. 26
3.9 Reliability.......................................................................................................................................... 26
3.10 Ethical Considerations .................................................................................................................... 27

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 Acronyms

ATM- automatic teller machine

BOA- bank of Abyssinia
BOD- bord of directors
HR- human resource
HRM- human resource management

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List of tables
Table 3.5. list of branches with their sample size -------------------------------------------------------23

Table 3.9: Cronbach’s Alpha with Internal Consistency-----------------------------------------------27

v
List of figures

Figure:2.6 Conceptual Framework------------------------------------------------------------------------18

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 Abstract

The main objective of this study will be to examine the effect of human resource
management on organizational growth. The study will be conducted through a
descriptive research design and target populations for this study will be all
employees of bank of Abyssinia east Addis Ababa district who achieved their target
and goal of the organization. The total population size will be 569 and a sample of
234 staffs who will be randomly selected using lottery sampling method to obtain
their evaluation of the corporations HRM practice. The primary data will be
collected using self-administered questionnaire and secondary data from
performance of the bank. The thesis will implement the appropriate research designs
in order to reach up on sound conclusion and recommendations after analyzing the
data.

Keywords: HRM, recruitment and selection, training and development, performance appraisal
and compensation management, organizational growth, Bank of Abyssinia

vii
viii
ix
 Chapter One

Introduction
This chapter will consist of the general back ground study information about Effect of Human
Resource Practice on Organizational Growth in the banking industry where dynamic change is an
inevitable within industry business at the study area followed by, statement of the problem, general
and specific objectives, significance of the study, research hypothesis, scope and limitation of the
study, and finally organization of the study will be presented in this section.

1.1 Background of the Study

The topic HRM is documented universally in literature (Bratton & Gold, 2017). The definition of
HRM is not a discipline, but the field of study drawing on concepts and theories from core social
science discipline including anthropology, economics, psychology, sociology, law and political
science. disciplines provide relatively elastic boundaries within which to analyses how the
employment relationship is structured and managed in the increasing competition, development in
technologies, change in work place and future trends and globalization (Mishkin, 2013).

Human resource management (HRM) is defined as a strategic and coherent approach to the
management of an organization’s most valued assets – the people working there, who individually
and collectively contribute to the achievement of its objectives. It is concerned with all aspects of
how people are employed, managed and developed in organizations. They also stated that „Human
resource management involves all management decisions and action that affect the nature of the
relationship between the organization and its human resources (Armstrong, 2009).

The banking industry is on the path of transformational growth practice in the banking industry
will be responsible for facilitating growth and innovation in the sector. The banking industry has
a very aggressive growth mandate in front of it. The global banking industry hit US $ 2.48 trillion
in 2021 and US $ 2.67 trillion IN 2022.THIS growth is only positioned to speed up in the coming
decade.as the industry witnesses various emerging trends, such as the rise of remote working and
digitalization, rigorous regulatory compliances, revitalization of HR policies, talent management,
etc.,

1
It’s evident that HR will be critical in spearheading the growing movement in the banking sector.
This upsurge has also fueled the increased rivalry in the national and foreign markets that has
further encouraged the organizations in hiring and retaining highly talented workers. Several
companies are dependent on their employees to gain advantage in the competitive market.
Therefore, they are strongly related to the efficiency of their human resources and their human
resources management (Collins, (2021). Human resource management (HRM) includes tasks like
HR preparation, human resources management, strategic recruiting, employee training, growth
compensation management, efficiency, worker relations, health care, employee satisfaction as well
as provision of employee services. It includes policies and practices set to improve organizational
efficiency, engagement of employees and work quality ( Khan, & Abdullah 2019).

HR professionals in banks need to stay up to date with the best HR practices in the industry to
successfully manage the work force and help banks achieve their business objectives.

1.2 Statement of the Problem

Human resource management (HRM) practices are being increasingly treated as dependent rather
than independent variables (Jackson, 2008). In the olden days, management gurus and researchers
were involved in exploring how HRM practices affected employee performance, and
organizational performance. Now they are beginning to ask how these practices impacts on
financial performance of organizations.

How to manage peoples’ knowledge, skills, attitudes, life, experiences, and motivation affect the
organizational performance. Employees are the most competitive advantages of the success and
sustainability of organization. It is one of the core competencies of an organization, as examined
by (Hoskisson, 2007).

Success in today's competitive market depends less on advantages associated with economies of
scale, technology, patents and access to capital and more on innovation, speed and adaptability.
Competitive advantages and organizational performance are largely derived from organizational
human resources and high involvement of human resource management practices. Although in
most of the developing countries, the main impediment of organizational growth and profitability
is the lethargic use of professional HRM practices but struggle is going on to find out best ways to
utilize these practices optimally.

2
According to (FIDELIS,2011) effective employee retention is suffering from limited growth
aspects and opportunities for career advancement, discrimination in promotions, low pays, job
insecurity and lack of added benefits. a number of the ways of employee retention within the
hospital will be through having benchmark salaries/ establishing a staff dismissal policy/creation
of job groups and establishment of non-salary benefits like housing loan schemes.

In an era where commercial banking services were in an inchoate stage and striding towards
transforming different sectors of the economy, bank of Abyssinia’s founders believed in the need
for a bank that gives comprehensive commercial banking service in 1996 which makes them
determinant and willing to succeed in the sector it operates in. Mass branch expansion and
digitalization in the service foster the bank to quench and projected its profit from 50 million per
year to 3.3 billion birrs in the past fiscal year 2022 G.C.

Private Banks is now-a-day emphasizing on the recruitment of new entrants or experienced people
with high academic qualifications like bachelors and masters’ degree holders. The recently
introduced result-oriented performance appraisal system suffers from poor human capacity, lack
of transparency, weak follow-up, loose linkage between performance and reward that hamper the
system (Emebet, 2017).

East district is facing major decline with performance on the business growth due to the following
HRM practices. There was high turnover of employees from the district. highly biased and
unfairness was noticed during employee’s selection process, according to bound books of
branches, the district failed to fill the required personnel for operation that leave the burden of the
work on few dedicated employees.

Therefore, the above-mentioned problems drive the researcher to conduct this study which will
focus on the impact of HRM practices on the organizational growth of bank of Abyssinia. This
sector performs momentous functions in the present-day world for overall economic development
of the country.

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1.3 Research Questions
To address the specific issues regarding the HRM practice of the bank, the researcher will raise
the following basic question through this paper.

1. What is the existing HRM practice in bank of Abyssinia?

2. What is the effect of recruitment practice on organizational growth?
3. What is the compensation management system effect on organizational growth?
4. What is the effect of training and development on the growth of the bank?
5. What is the effect of performance management on organizational growth?

1.4 Objectives of the Study

1.4.1. General Objective
As a general objective this thesis will assess The Effect of Human Resource Practice on
Organizational Growth: in case Bank of Abyssinia, East Addis Ababa District.

1.4.2. Specific Objective

In line with the general objective mentioned above, this research will try to achieve the following
specific objectives too.

To assess HRM practice of the bank on its growth.

To assess the recruitment process effect on organizational growth.
To assess how the compensation management system affects the growth of the bank.
To assess how training and development programs affect the bank growth.
To assess how performance management practice of affects the growth.

1.5. Significance of the Study

The results and findings of this research thesis will help the bank to retain its existing employees
which are the backbones to do business and attract new potential prospect employees where it
assumes to snatch from the banking industry that will bring new business ideas. The stake holders
can maximize wealth Since, BOA is one of the fastest growing private banks next to Awash bank.
The study will point out possible smart solution to the existing problems the bank faced. The study
will also serve as an area of reference to researchers interested in this area. Finally, as academic

4
research it adds a value to comprehensive knowledge in such area and solve a problem in particular
to this study by bridging the gap.

1.6. Scope of the Study

Geographically, though BOA Addis Ababa district has above 250 branches under five districts ,
this paper will focus on east Addis district that achieved the budget year goal.

Conceptually, this study will assess the effect of human resource practice on organizational
growth: in bank of Abyssinia based on research questions on HRM practice effect towards
organizational goal. recruitment process, compensation management system, training and
development programs and performance management practice of affects the bank in relation with
the growth.

Methodologically, the study will use Descriptive research design to describe the nature, condition,
degree about the present situation in line with explanatory research design to study the problem
and established causal relationship among variables. The aim of this research focuses on a problem
that is already known or the present problem. Both approaches of research (qualitative and
quantitative) will be implemented in order to reach upon ground and well-defined analysis. Also,
a cross-sectional survey method will be applied. In connection with this study both primary and
secondary sources of data will be used to obtain the necessary data.

This paper will cover data of the banks’ financial calendar of 2021/2022 G.C.

1.7 limitation of the study

The researcher will strive to accomplish the objective of the study successfully. But willingness of
the respondents to participate to share their experiences and exposures to HRM practice is low.
Since the research will conduct the data during office working hour, some employees may become
too busy in serving customers. might not be fully welcomed by all since it may create unintended
alarm among some management members (like human resource, Strategic planning and change
management directorates. Despite from lacking abundant time, money may also affect the
researcher during questionary distribution and collection. lastly, the independent elements set our
boundary to be limited towards our variables only.

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1.8. Organization of the Study
This study will have five chapters. The first chapter presents the background of the study, back
ground, Statement of the problems, objectives of the study, research question, significance of the
study, scope and limitation of the study.

The second chapter will present theoretical literature review, empirical studies and conceptual
framework of the study.

The third chapter will present research methodology, research approach, research design,
population and sampling design, data sources and types, data collection procedures, data analysis,
reliability and validity, ethical consideration and model specification and variables.

The fourth Chapter will present result and discussion.

The final chapter will present summary of findings, conclusion, and recommendations for the study
organization/stakeholder

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 Chapter Two
Review of Related Literature

Introduction
This section deals with viewing related literatures on theoretical as well as empirical literature
review on Human resource management practice and organizational goal and finally will construct
a conceptual diagram frame work for the paper by reviewing aforementioned literatures.

2.Theoretical Review
2.1 Definitions and Concepts Of HRM
Human resource management (HRM) emerged as a concept in the 1980s. Rebranding personnel
management quickly became popular, but many organizations had little awareness of the theory
behind the concept. The term first emerged in the 1980s in the United States. Against a backdrop
of increased pressure on firms because of globalization and technological developments,
academics from a number of disciplines began to consider people and how they are employed and
managed in organizations from a new perspective. A convergence of this thinking evolved into
what became known as human resource management.

Management is a process of coaching and enabling others to act (McCrimmon 2019). Whereas,
HRM is the art of surrounding multidisciplinary activities and focusing in all the managerial
activities through decision making to achieve competitive advantage through the efficient work
force displaying different personnel, cultural and structural techniques (Bratton & Gold, 2017)

HRM is the method of managing the human resources by existing organizational laws and different
plans to get the productivity efficiently. Everyone is assigned according to their tasks and
qualifications. A manager must be qualified and responsible for managing the organizations tasks.

There are many definitions of human resource management of varying degrees of complexity. Two
of the more meaningful are: Human resource management is a strategic, integrated and coherent
approach to the employment, development and well-being of the people working in organizations
(Armstrong,2016). Human resource management is the process through which management builds
the workforce and tries to create the human performances that the organization needs (Boxall and
Purcell , 2016).

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When the term HRM first became popular there was criticism of it as it referred to people as
resources, as if they were any other factor of production to be leveraged into economic value.
However, (Boxall and Purcell , 2016) regard this as a misunderstanding of the term. They suggest
that it is not people that are referred to as ‘human resources’, rather their knowledge, skills and
energies which they use in their daily roles: ‘People are not human resources. On the contrary,
people are independent agents who possess human resources, which are the talents they can deploy
and develop at work and which they take with them when they leave the organization’ (authors’
emphases). However, the authors add that referring to people as human resources is ‘a mistake
made in a variety of textbooks and dictionaries.

2.2 Theories Of HRM

2.2.1 Expectancy Theory
According to (Macduffie, 1995) as cited in (Mussie2006), expectancy theory assumes that if an
employee is to be productive, three elements must be in place: competence, motivation and role
clarity. Likewise, the expectancy theory proposes that HRM outcomes (employee competence,
motivation and role clarity) mediate the relationship between HR practices and employee
performance. Employee performance, in turn, positively affects performance at the organization
level. To put in a very simple term, the expectancy theory says that an employee will be motivated
to exert a high level of effort when he or she believes that: Effort will lead to a good performance
appraisal. A good appraisal will lead to organizational rewards.

The organizational rewards will satisfy his or her personal goals. The key to the expectancy theory
is an understanding of an individual's goals and the relationships between effort and performance,
between performance and rewards, and finally, between the rewards and individual goal
satisfaction. When an employee has a high level of expectancy and the reward is attractive,
motivation is usually high. Therefore, to motivate workers, managers must strengthen workers'
perceptions of their efforts as both possible and worthwhile, clarify expectations of performances,
tie rewards to performances, and make sure that rewards are desirable.

2.2.2 Human Capital Theory

The human capital theory fuels the idea that employees‟ knowledge and skills can be developed
through investment in education or training that is, learning (Hatch and Dyer, 2004). What‘s more,
these scholars argue that, on the whole, investments in education and training will improve

8
productivity; however, it is the type of training that determines who will pay for the training, that
is, the employee or the firm.

2.2.3 Reinforcement Theory

(Yazdnifard, 2014) explain that the reinforcement theory, based on E. L. Thorndike's law of effect,
simply looks at the relationship between behavior and its consequences. This theory focuses on
modifying an employee's on‐the‐job behavior through the appropriate use of one of the following
four techniques: Positive reinforcement rewards desirable behavior. Positive reinforcement, such
as a pay raise or promotion, is provided as a reward for positive behavior with the intention of
increasing the probability that the desired behavior will be repeated.

Avoidance is an attempt to show an employee what the consequences of improper behavior will
be. If an employee does not engage in improper behavior, he or she will not experience the
consequence. Extinction is basically ignoring the behavior of a subordinate and not providing
either positive or negative reinforcement. Classroom teachers often use this technique when they
ignore students who are acting out to get attention.

This technique should only be used when the supervisor perceives the behavior as temporary, not
typical, and not serious. Punishment (threats, docking pay, and suspension) is an attempt to
decrease the likelihood of a behavior recurring by applying negative consequences. The
reinforcement theory has the following implications for management: Learning what is acceptable
to the organization influences motivated behavior. Managers who are trying to motivate their
employees should be sure to tell individuals what they are doing wrong and be careful not to reward
all individuals at the same time. Managers must tell individuals what they can do to receive positive
reinforcement. Managers must be sure to administer the reinforcement as closely as possible to the
occurrence of the behavior. Managers must recognize that failure to reward can also modify
behavior. Employees who believe that they deserve a reward and do not receive it will often
become disenchanted with both their manager and company.

2.2.4 Resource-Based Theory

Resource-based theory states that the possession of resources is valuable, difficult to imitate, rare,
and cannot be substituted (Wright, Dunford & Snell, 2001). Furthermore, the resource-based
theory suggests that organizations should look inside the company to find the sources of

9
competitive advantage through the use of their resources. A competitive advantage is an advantage
that a firm has over its competitors that allow it to generate sales or margins and/or retains more
customers than the competition.

A firm's competitive advantage evolves from the resources that the organization has. To enable
employees to become a source of a firm ‘s competitive advantage, it is necessary to affirm several
principles that underscore the link between a firm ‘s human resources and its business strategy.
According to (Karami, 2004), there are four principles that link the two: 1. the firm must seek to
ensure that it has capable and committed employees; 2. The firm must commit to the strategic
importance of human resources to the success of the business; 3. Human resource activities must
be managed by specialists; 4. Human resource management is integrated into business strategy.

2.2.5. Goal-Setting Theory

The goal‐setting theory, introduced in the late 1960s by Edwin Locke, proposes that intentions to
work toward a goal are a major source of work motivation. Goals, in essence, tell employees what
needs to be done and how much effort should be expanded. In general, the more difficult the goal,
the higher the level of performance expected (Shantz & Latham , 2009). Managers can set the
goals for their employees, or employees and managers can develop goals together. One advantage
of employees participating in goal setting is that they may be more likely to work toward a goal
they helped develop. No matter who sets the goal, however, employees do better when they get
feedback on their progress. In addition to feedback, four other factors influence the goals‐
performance relationship:

The employee must be committed to the goal.

The employee must believe that he is capable of performing the task.
Tasks involved in achieving the goal should be simple, familiar, and independent.

The goal‐setting theory is culture bound and is popular in North American cultures. If the goal‐
setting theory is followed, managers need to work with their employees in determining goal
objectives in order to provide targets for motivation. In addition, the goals that are established
should be specific rather than general in nature, and managers must provide feedback on
performance aspects of the job, from the estimating phase of the project until the last worker has
left the premise at the completion of the project.

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2.3 The Functions Of HRM
The main function of HRM is to maintain the good relationship between employees and employers.
There are two main functions in HRM i.e., Managerial functions and operative functions.
According to the Dessler (2015), managing associates with planning, organizing, staffing, leading
and controlling. These five functions are the most important functions that represents the
Management process. HRM has quite similar functions to every organization.

Planning is the process of thinking before doing anything. It means determining something in
beforehand for future. HR planning includes career development, job design and having flexibility
with employees (Martin, 2010). Additionally, HR planning process encompasses people utilization
plans, performance management and motivation plans, reward plans, outsourcing etc. (Martin,
2010).

Organizing refers to arranging or dividing the right task for the right person or a group of people.
Organizing consists of establishing channels of authority, initiating the rules and regulations,
managing the good relationships with the employees, integrating activities, governing,
implementing the plans and procedures in an effective manner and maintaining the good personal
relationship (PR) Dessler, 2015).

Directing is the process of leading or supervising people. It consists of various other factors such
as managing, guiding, controlling, supervising, motivating and administrating employees. HR
needs to have a very good managing and leading skills to direct each and every individual inside
the organization (Mehul, 2018).

Controlling refers to regulating. It signifies examining, comparing, identifying, verifying and

regulating to make sure that things are implemented in a good way with the given instructions. In
controlling HR, the management tasks consist of providing training and development programs to
employees, developing employees, investigating the economical records of employees, surveying
the situation of the employees (Mehul, 2018).

2.4 Practices Of HRM

2.4.1 Recruitment and Selection
Procurement function is the initial function of HRM because it is related highly with recruiting
and employing people who have essential qualification, knowledge and skills for the job. HRD has
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full authority to select and hire the respected individual. Despite of hiring employees HRD also
plans the whole recruitment process such as; recruiting interns, placement, orientation and internal
mobility (Mehul, 2018).

Recruitment and selection involve two interrelated processes, recruitment is the process of
generating a pool of capable people to apply for employment to an organization whiles selection
is the process by which specific instruments are employed to choose from a pool of applicant’s
persons most suitable for the job taking into consideration management goals and legal
requirements (Bratton & Gold, 2017). It is the process of finding and engaging the people the
organization needs. Selection is that part of the recruitment process concerned with deciding which
applicants or candidates should be appointed to jobs (Armstrong, 2016).

(Mahapatro, 2010) the objectives of recruitment to attract people with multi-dimensional skills and
experiences that suit the present and future organizational strategies, to induct outsiders with a new
perspective to lead the company, to infuse fresh blood at all levels of the organization, to develop
an organizational culture that attracts competent people to the company, to search or head hunt
people whose skills fit the company’s values, to devise methodologies for assessing psychological
traits, to seek out non-conventional development grounds of talent, to search for talent globally
and not just within the company, to design entry salary that competes on quality but not on quantum
and to anticipate and find people for positions that does not exist yet.

Selection refers to selecting the right person for the job in the organization. Selection process
includes going through the experience, skills, knowledge, essential qualifications of an applicant
to see if S/he meets the job requirement. Though, Placement refers to the process of positioning
the right applicant for the right job matching the qualification and experience with the required job
(Mehul, 2018).

2.4.2 Training and Development

Training is a process by which the aptitude, skills and abilities of employees to perform specific
jobs is enhanced. It is the act of increasing the knowledge and skills of an employee for doing a
particular job. For service rendering organizations the importance of effective training cannot be
overstated. Specially those individuals at the first-front who are serving the ultimate customers’
needs some kind of training whether it related with interpersonal or in-depth technical skills.

12
Hence, it will eventually enable workers to be aware of what is expected from them and how they
fulfill those standards. Besides it will help them to have a holistic understanding about the overall
organization makeup. According to (Uchenna, 2008) training as an aspect of the HRM experience
that emerges within the context of an ongoing activity are instances where employees are
continuously provided with information, skills and knowledge, as in for example, “correct
packaging” of goods.

The process of making the positive change and improving or creating something new is known as
developing. In HRD, development could be done in terms of an individual such as developing the
attitude, punctuality, skills, knowledge, aptitude and values of employees for the present and future
jobs. Training, good motivation, career planning and promotions keeps employees updated and
active in working life (Mehul, 2018).

Guest (1987) argues that policies are necessary to ensure that employee performance is evaluated,
which in turn ensures that the appropriate training and development take place. With the help of
the performance appraisal reports and findings, the organization can be able to identify
development needs. However, individuals themselves can help to indicate the areas requiring
improvement as a result of the issues raised in the performance appraisal process and their career
path needs. Training plays an important role in motivating employees to take part in organized
projects, to willingly support programs that will improve the organization and to do their best in
order to see that organizational goals are achieved (Bolman & Deal, 2011).

2.4.3 Performance Appraisal

Evaluating employee performance is a key responsibility of managers. Performance appraisals, a
powerful tool, provide to documented feedback on an employee‟s level of performance. It is help
to determine continued employment, promotion, transfer, bonuses, and pay raises, and allow for
improved communications between managers and employees. Different scholars have defined
Performance Appraisal from different perspectives. Encouraging risk taking, demanding
innovation, generating or adopting new tasks, peer evaluation, frequent evaluations, and auditing
innovation processes This strategy appraises individual and team performance so that there is a
link between individual innovativeness and company profitability. Which tasks should be
appraised and who should assess employees‟ performance is also taken into account (Mahapatro,
2010).

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Performance appraisal is about how managers should appraise, manage performance, identify and
develop potential, and train and develop employees The survival and growth of business depends
upon the quality of the human resources within the organization. This puts pressure on the capacity
of managers in appraisal, career management and development activities.

According to Landy and Farr (1983), performance appraisal data is organized into two groups:
judgmental or subjective measures and nonjudgmental or objective measures. Although
judgmental measures are more broadly used, objective performance 13 measurements (e.g.,
production rates, time to complete a task, and scrap rates) have been helpful measures of
performance for routine, manual jobs (Rose, 2016). Even so, whether it is measured subjectively
or objectively, the outcome of the performance appraisal gives an insight to the management to
how and to what extent an employee is performing a given tasks and exhibit behaviors. (Collins,
Clark & Mohammed.et al, 2003). Performance appraisal was found to have both direct and indirect
effect on administrative performance of employee and the feedback obtained from performance
appraisal activities, usually conducted at least once annually can help to improve administrative
processes.

2.4.4 Compensation Management

Compensation refers to the remuneration. It is given for the employee’s contribution to the
organization to help to achieve the organizational goals. Compensation is also known as a reward.
Compensation includes job evaluation, payroll, bonus and determining salary and wages for
different jobs (Mehul, 2018).

According to Armstrong, (2009), there are benefits of reward management: deeper and longer-
lasting impact on the motivation and commitment of people, enhancing employment relationship,
flexibility to meet individual needs, help to deliver a positive psychological contract and this can
serve as a differentiator in the recruitment market.

It is the act or principle of compensating for loss or privation, amends, remuneration and can be
seen as reward for employees. Reward; - Reward means determination of adequate and equitable
remuneration of personnel for their contribution to organization objectives. A number of decisions
taken into the function like job-evaluation, remuneration, bonus policy, etc. It also assists the
organization for adopting the suitable wages and salaries, policy and payment of wages and salaries

14
in right time. Rewards include financial compensation, but it could be in the form of advancement,
recognition and other non-financial rewards.

Reward management deals with the strategies, policies and processes required to ensure that the
value of people and the contribution they make to achieving organizational, departmental and team
goals is recognized and rewarded. It is about the design, implementation and maintenance of
reward systems (reward processes, practices and procedures), which aim to meet the needs of both
the organization and its stakeholders. The overall objective is to reward people fairly, equitably
and consistently in accordance with their value to the organization in order to further the
achievement of the organization’s strategic goals. Reward systems are to enhance the motivation
of individual employees, and hence their current on-the-job performance. Incorporating the
selection of reward strategies and the administration of payment and benefits systems (Mahapatro,
2010).

2.5. Empirical Review

There are many researchers conducted around the world that showed the relationship between
human resource practices and organizational goal. Under this topic the researcher will consider
only few studies to show the gap and the relationship between HRM practices and organizational
goal in bank of Abyssinia.

as noted by Hameed & Anwar, (2018), has indicated that HRM's activities influence in the entire
compensation and selection process as well as the HRM's capacity within an organization is related
to the management functions of strategic HRM. strategically, which indicates that human resources
management practices include policies for dealing with those essential to these basic areas, such
as the promotion of workforce engagement, evaluation, the application of knowledge, and capacity
preparation, employee training, and retaining staff, along with the management of administration
issues (Singh et al. 2020).

Furthermore, the study identified relevant to this unit by (Anwar & Ghafoor, (2017), stated that
creativity, markets, the ability to adapt technology, access to capital, and the existence of large-
enhancing scale as important traits for today's highly competitive market success." HR
management and human resources are crucial for a company's overall success, and are among the
conditions that allow it to realize various advantages. though, nations around the greatest obstacle

15
to long-long-term one's financial growth and profitability is not yet being able to understand the
skills of their skilled workforce, but on the opposite side, development-oriented business in several
of these countries is only now still searching for the best HR practices to efficiently (Troth &
Guest, 2020).

Following on from the research conducted by Abdullah & Othman, (2016), it can be seen that
organizational success is highly dependent on how well a company deals with its HR management
practices. More to the recruiting practices are linked to results than that, according to Anwar,
(2017), selective hiring practices have a positive effect on organizational performance. A study to
find ways to improve the efficiency of an organization's workforce would not only benefit the
workers but also ensure that all of the organization's stakeholders are provided for.

A perennial challenge for HR is the importance of showing that the application of good HR
practices contributes to better organizational performance towards its goals. The motivation has
been to prove that HR rather than being a cost to the organization ‘adds value’. Most of the research
in this area is based on the premise that good HR practices enhance the motivation and commitment
of staff which in turn impacts positively on achieving organizational goal.

Human resources have typically been considered the most vital role in many kinds of business
entities. Although the international HRM is responsible for altering the look of the company, it
also manages to function as an innovator in terms of organization redesign. The influence of the
HR department on the growth of these organizations has been great in relation to efficiency, a
company's practice of maintaining and training its employees are some of the benefits that
employers give their people to serve as managers and production workers (Abdullah & Othman,
2016).

(Anwar & Qadir, 2017) As with HR activities, the workers have seen competition as a catalyst for
improvement, these changes have been influential in getting them to build skills and principles
that support the corporate strategy. Sani researched about human resource management practice
and organizational success in the Nigerian banking industry companies, given the significant role
they play in organizational growth. delegation of HR procedures to line managers, employee
growth, a recruiting method that is job oriented, a performance evaluation procedure that is job
based, and a career preparation procedure that is results oriented, and an HR system that is

16
integrated into the overall operations of the management techniques are but clearly have become
very important to that last-hurdle approaches to consider in many effective organizations.

Vlachos claims that a highly selective recruiting is advantageous for finding the correct candidate
who is able to deal with a diverse set of job requirements, with necessary abilities and experience,
which fit well into the context, while ensuring they have the needed abilities and necessary
qualities have been selected to face dynamic culture and surroundings. It's a simple fact that a
company should hire the right people to employees, who would then have the least desire to leave
for other employment. As well, Anwar, (2017) pointed out, a key profit generating strategy used
by HRMs are simply can be described as on a time-consuming, expensive process of recruitment

The Chartered Institute of Personnel and Development commissioned research (Purcell et al, 2003)
to identify which HR practices appear to contribute most to organizational growth. The six key
work practices identified are: • Career development and opportunities for advancement • Training
opportunities • Job influence and challenge • Involvement and communication • Performance
management and appraisal processes • Work-life balance. However, this and further research by
Purcell and his colleagues (2007) found that good HR practices are not enough.

In many organizations HR is challenged by the multiple roles it is required to fulfil – administrator,

strategic partner, challenger, champion of good people management, guardian of organization
values, conscience of the organization and governor. Achieving the right balance is dependent on
HR investing in its own capacity and actively listening to the needs and concerns of managers and
staff. Ultimately, there is no one best practice model of HR. The function within each organization
needs to build its approach based on a deep and evidence-based understanding of the mission and
vision of their organization.

17
2.6. Conceptual Framework
Based on the above theoretic review and empirical studies on human resource management
towards organizational goal, the researcher draws the following diagram which shows the
relationship between dependent and independent variable as conceptual frame work for this study.

Figure:2.6 Conceptual Framework

Independent variable dependent variable

Recruitment
and
selection

Training and
development Organizational
goal

Performance
appraisal

Compensation
management

nce appraisal
Source: own survey (2023)

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 Chapter Three
Research Methodology

Introduction
Research method referred as the techniques and procedures used to obtain and analyze research
data, including questionnaires, observation, interviews, and statistical and non-statistical
techniques, whereas research methodology is the theory of how research should be undertaken,
including the theoretical and philosophical assumptions upon which research is based and the
implications of these for the method or methods adopted (Saunders, 2009).This chapter will
present the methodological framework applied to solve the research problem and to answer the
research questions. The chapter starts with Study area, research approach, research design, data
collection procedures and target population and sampling design. Afterwards, data analysis,
reliability, validity will be presented considering ethical issues without neglected.

3.1. Back Ground Of the Company

The first bank in the Ethiopian history is traced back in the year 1906 when the Bank of Abyssinia
was inaugurated by Emperor MENILIK II and it was a private bank. In the year 1931, Emperor
Haile Selassie introduced a reform into the banking industry and the bank became fully owned by
the government and the name was also changed. On February 1996, ninety years after the
establishment of the first bank, a newly private owned bank with the historic name ―Bank of
Abyssinia‖, but otherwise not connected with the older bank, became operational.

BOA started its operation with an authorized and paid-up capital of Birr 50 million, and Birr 17.8
million respectively, and with only 131 shareholders and 32 staff. In about twenty-five years since
its establishment Bank of Abyssinia has registered a significant growth in paid up capital and total
asset. It also attracted many professional staff members, valuable share holder and large customers
from all walks of life. This performance indicates public confidence in the Bank and reliability
and satisfaction in its services.

Currently through over the 831 branches in the country, BOA serves over 5.3 million customers.
BOA’s well-structured financial service system is connected through the T-24 core banking
system. Moreover, the bank continued expanding digital channels with a view to improve

19
accordingly, 600 ATMs and 300 POS terminals have been deployed in different locations across
the country. It has been able to double our cardholder customer-base this year by reaching over
1,500,000 cardholders, showing a tremendous growth over the previous Fiscal Year

The Bank ‘s total revenue reached Birr 5.67 billion, registering a 32% rise from the previous year,
i.e., 4.29 billion. The Bank has also registered a gross profit before tax of Birr 1.08 billion, which
has grown Years of Success 9 by 6% from that of the preceding year. Accordingly, the Bank ‘s
total assets grew by 45% and reached Birr 56.89 billion while total equity rose by 15% and reached
Birr 5.68 billion. The Vision of BOA to become the leading commercial bank in East Africa by
the year 2030. BOA Mission are to enables the bank to drive forward with aim. Provide excellent
financial services through competent, motivated employees and digital technology in order to
maximize value to all stakeholder

Presently in Ethiopia the bank industry increasing rapidly. There are over 20 private and
government banks operating and over 10 banks are under formation. This process increasing the
competitive from others bank and it create challenges facing to sustain in the business, and it help
to build strong employment in advantage better performance. Hence, in order to win the
competition, the bank has to develop and practice the HRM its employees. To this effect the bank
is doing its best in delivering apply the HRM program relatively, in this regard we can analysis
and assessing the HRM Practice in the BOA and identify the organization performance.

The bank is Believes training and development increasing human capital and organization
capacity. Accordingly, on the annual report, the bank has provided for its 5071 employees
development and capacity building training. The Bank has it continuing the strength its human
resource, reached over 6,700 on the report. The Bank's human resources grew after the opening of
additional branches and business expansions and thus recruitment of new personnel to meet the
ensured human resource requirements.

3.2. Research Design and Approach

3.2.1. Research Design
A research design is the arrangement of conditions for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure. In fact, the

20
research design is the conceptual structure within which research is conducted; it constitutes the
blueprint for the collection, measurement, and analysis of data (Kothari, 2004).

According to (Colin, 2002) the three purposes of conducting research are generally the following:
explorative, descriptive, and explanative. Explorative research design is characterized as the
seeking of new insights, the looking around, and the asking of questions or the bringing of some
phenomenon into new light. Descriptive research design is a type of research that is mainly
concerned with describing the nature or condition and the degree in detail of the present situation.
Creswell (2003) stated that the descriptive method of research is used to gather information about
the present or existing condition. Finally, explanatory research design is studying a problem or
phenomena in order to establish causal relationship among variables (Saunders & Lewis, 2003).

Explanatory research design is sometimes referred to as causal research (Saunders,2000).

Normally, descriptive research is conducted first and then explanative research tries to establish
and explain patterns related to phenomenon of interest (Saunders,2000). In the same fashion, while
explanative research design is conducted when we encounter an issue that is already known and
have a description of it, we might begin to wonder why things are the way they are. The desire to
know or to explain is the purpose of explanative research. The researcher goes beyond merely
describing the characteristics, to analyze and explain why and how something is happening.

The aim of this research is to investigate the effect of human resource practice on organizational
growth. In this study the descriptive research design in line with Explanatory research design will
be used for explaining the distinctiveness of the facts and to establish causal relationship among
variables.

According to (Zikmund, 2000) descriptive research is used when the problem is structured that is,
it gives answers to who, where, what, how and when questions. It’s used to make clear the
distinctiveness of a population or fact. According to (Malhotra & Daniel,2017)“descriptive
research studies are based on some previous understanding of the nature of the research problem”.
Survey is a non-experimental, descriptive research method. Survey can be useful when a researcher
wants to collect data on phenomena that cannot be directly observed.

21
3.2.2. Research Approach
The researcher will use descriptive research design. In order to gather data, the researcher will
implement both approaches (qualitative and quantitative). Cross-sectional survey will be in use to
gather information on a population at a single point in time.

3.3. Types And Sources of Data

Both quantitative and qualitative data will be gathered to answer the basic questions to be stated
in the study and to attain desired objectives of the study. These methods refer to the type of data
being collected. Data is going to be generated from both primary and secondary sources. Primary
data refer to information obtained first hand by the researcher on the variables of interest for the
specific purpose of the study. The primary data will be collected from individual employees of the
bank using simple random sampling technique after getting each sample frame size by stratified
sampling. Structured and semi structured interviews conducted with immediate and top
management employees of the Bank. In support of primary source, the secondary data refer to
information gathered from source already existing. Secondary data will be collected from
documents like records, current performance evaluation reports, proceedings, strategy documents
and policy note and grievance bound books of the branches.

3.4 Target Population

A population refers to an entire group of individuals, events or objects having a common
observable characteristic (Mugenda, 2003). Bank of Abyssinia has a lot of branches which are
stretched throughout the country and grouped in to 15 districts. This thesis will focus on branches
which achieved their goals and target in the last fiscal year of 2021/2023 under east Addis district
namely; Summit meskelegna, Misrak ber, Salite mihiret, Arabsa, Woji medhanialem, Tele-
Medhanialem, Kazanchis, Hayat babur tabiya, Summit condominium, Tsehay mewucha, Arabsa
condominium, Bole corporate, Bole medhanialem, Habesha, Abebech Gobena, Atlas, Dil ber,
CMC, Summit, Mehal summit and Meri branch hiring 569 employees in total.

3.5 Sample Design and Sampling Procedure

For the purpose of this study the investigator used stratified probability sampling design and
formula of Yamane 1967 to know the sample size and sample frame from each branch for
employees.

22
Employee sample size for each branch

n = N
(1 + N (e2)
Where; n= sample size, N = Total population, E = error

Assuming e (0.05) for 569 employees, the sample size will be

n = 569

(1+569(0.052)

Approximately n≈234

So, the investigator will distribute this sample size with proportionality formula to the branches
accordingly with sample frame formula.

ni= n. Ni
N
Where; ni= sample frame, n=sample size, Ni=category population and N=total population

As cited in the works of (Malhotra & Birks, 2000) in literatures a rough range of 200-500 is
suggested for a typical sample size.

Table 3.5. list of branches with their sample size

No Name of branches Number of Sample size

employees
1 Summit meskelegna 22 9
2 Misrak ber 40 16
3 Salite mihiret 40 16
4 Arabsa 20 8
5 Woji medhanialem 25 11
6 Tele-Medhanialem 60 26
7 Kazanchis 40 16
8 Hayat babur tabiya 20 8

23
 9 Summit condominium 14 6
10 Tsehay mewucha 14 6
11 Arabsa condominium 10 4
12 Bole corporate 40 16
13 Bole medhanialem 32 14
14 Habesha 40 16
15 Abebech Gobena 12 5
16 Atlas 28 11
17 Dil ber 22 9
18 CMC 30 13
19 Summit 20 8
20 Mehal summit 20 8
21 Meri 20 8
Total 569 234
Source; (own constructed using Yamane 1967 sample frame formula)

3.6 Data Collection Methods

There are two types of data which are usually used by researches, primary and secondary data.
Primary data does not actually exist until and unless it is generated through the research process
as part of the consultancy or dissertation or project. It will often be collected through techniques
such as experimentation, interviewing, observation and surveys. On the other hand, Secondary
data is information which already exists in some form or other but which was not primarily
collected, at least initially, for the purpose of the consultancy exercise at hand (Lancaster, 2005).
This study uses primary and secondary source of data. Regarding the primary data, the researcher
will distribute questionnaires to relevant participants. In order to strength the result and findings
of the study the researcher will examine different articles, academic journals, useful academic
books and banks report as secondary data. Questionnaire will be arranged for collecting primary
data. The collection of data using questionnaires consisting of Likert scales, randomly will be
distributed to each branch employee through identified contact persons. Questions will be pilot
tested about the subject matter. The respondents will be asked to indicate their level of agreement

24
on a five-point Likert scale with the following ratings. Strongly disagree (1), disagree (2), Neutral
(3), agree (4), and strongly agree (5).

The questionnaire will be prepared in English. To determine the probable usefulness of the
questionnaire and whether further revision is needed prior to conducting the survey, the
questionnaire will be tested. The subjects are asked if they have any problems.

3.7 Methods of Data Analysis

According to yin (Yin, 1993) the ultimate goal of analyzing data is to treat the evidence fairly, to
produce compelling analytical conclusions and to rule out alternative interpretations. In order to
reach on meaningful facts and conclusions the research will provide explanation of HRM practice
on organizational growth of BOA and answer the basic questions of the research.

In generating the actual results, frequency tables will be generated to determine the number of
respondents who expresses their opinion on a particular item. Based on the frequency tables
generated from SPSS, descriptive statistic is will be in use to analyze and describe the findings.
Moreover, the researcher deploys descriptive statistical techniques to analyze the data generated
from the primary and secondary data.

The researcher will use statistical methods like mean, standard deviation, percentage and use
visualization methods such as tables to analyze the data collected through survey to the statistical
population concerning factors that affect the growth of the Bank. In order to facilitate the
interpretation and the finding of the study both descriptive and explanatory data analysis will be
employed in this study and the coded data to be processed using SPSS version 23.

Correlation is a way to index the degree to which two or more variables are associated with or
related to each other. Correlation coefficient between two variables ranges from +1.00 (perfect
positive relationship) to -1.00 (perfect negative relationship). In this study Pearson’s correlation
coefficient will be in use to determine the relationships between dependent and independent
variables. Coefficient (value) itself indicates the strength of the relationship; the closer it gets to
1.00 (whether it is negative or positive), the stronger the relationship. As a general rule,
correlations of 0.01 to 0.30 are considered small, correlation of 0.30 to 0.70 is considered
moderate, correlations of 0.70 to 0.90 are considered large, and correlations of 0.90 to 1.00 are
considered very large (John Wiley & Sons, 2005).

25
Multiple regression analysis can be used to examine the effect of HRM practice of BOA on its
organizational growth based on recruitment and selection, training and development, performance
appraisal, compensation management. Regression functions the equation of multiple regressions
on this study will be generally built around two sets of variables, namely dependent and
independent variables. The basic objective of using regression equation is to make the researcher
more effective at describing, understanding, predicting, and controlling the stated variables.
Regress recruitment and selection, training and development, performance appraisal and
compensation management on organizational growth.

Y = β1 + β2X1 + β3X2 + β4X3 + β5X4 + e; Where Y is the dependent variable organizational

growth and recruitment and selection =X1, Training and Development =X2, performance appraisal
=X3 and compensation management =X4 are the explanatory variables (or the regresses). β1 is the
intercept term- it gives the mean or average effect on Y of all the variables excluded from the
equation, although its mechanical interpretation is the average value of Y when the stated
independent variables are set equal to zero. β2, β3, β4 and β5 refer to the coefficient of their
respective independent variable which measures the change in the mean value of Y, per unit change
in their respective independent variables and e = error.

3.8 Validity
A quality of a measurement indicating the degree to which the measure reflects the underlying
construct, that is, whether it measures what it purports to measure and Validity is defined as a
judgment of whether data really provides evidence on what it is supposed to be about the research
instrument. According to (Trochim, 2005) Validity measures the accuracy of the research
instrument if there are no logical errors when drawing conclusions from the data, the study is said
to be valid.

3.9 Reliability
This study adopted the test of internal consistency to check the reliability of the research
instrument. This method is simple and easy to apply because it indicates the overall reliability of
the questionnaire. According to Nunnally (1978), a minimum level of 0.7 is recommended to show
that an instrument is internally consistent. The test of internal consistency will be conducted and
the result Cronbach Alpha Reliability Analysis with the aid of the Statistical Package for Social
Science version 23 (SPSS 23).

26
Reliability according to (Field, 2005) Cronbach’s alpha is an estimate of internal consistency
associated with scores, that can be divided from a scale or composite score. In the research,
Cronbach’s alpha can be used to test data in order to measure reliability and internal consistency
in the information system domain. Cronbach’s alpha usually shows a value of range from 0 to 1.

Table 3.9: Cronbach’s Alpha with Internal Consistency.

No Performance of Cronbach’s Internal Consistency

Alpha
1 α ≥ 0.8 Excellent
2 0.7 ≤ α < 0.8 Good
3 0.6 ≤ α < 0.7 Acceptable
4 0.5 ≤ α < 0.6 Questionable
5 α < 0.5 Unacceptable
Source (Field, 2005)

3.10 Ethical Considerations

Research ethics are the set of ethics that govern how scientific and other research is performed at
research institutions such as universities, and how it is disseminated. To get creed by the
organization and other parties, the investigator will be faithful working out research. Ethics is the
primary obligation to investigators for the acceptance of the paper. (Kotler, 2000) research ethics
includes voluntary participation, harmlessness, informed consent, and confidentiality and
researcher’s obligation in disclosure. Based on this, all ethical considerations listed above will be
applied throughout the research process and promote the aims of research as expanding knowledge
and support the values required for collaborative work, mutual respect and fairness. This is
essential because scientific research depends on collaboration between researchers and group. All
respondents participate voluntarily and information is taken with their approval and they could
withdraw at any time of their liking to ensure that the respondents can trust research; they have to
be confident in it. The respondents were advised to the type of information needed and their
responses are kept confidential. While these issues are indeed a key part of research ethics, the
researcher will strive to keep standards of conduct, the importance of publishing findings in a
transparent way and not falsifying work by focusing on objectivity of the research.

27
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