THE INDUSTRY COLLABORATION PROJECT: REPORT

PROVISIONAL TITLE:
EVALUATE THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON
ORGANISATIONAL COMMITMENT OF EMPLOYEES

Student's Name

Department, Institutional Affiliation

Course Code: Course Title

Professor's Name

Date

2021
 DECLARATION

I am aware that plagiarism is an offense, and I hereby declare that my project report is my own
and has not been submitted to any other university for any other award.

Signature………………………. Date………………………………………………………
Name

Reg. No

This project report has been submitted for examination with my approval as the University
supervisor.

Signature ……………………. Date……………………………………………………….

Instructor’s Name

Institutional Affiliation

ii
 ACKNOWLEDGEMENT

My parents' steadfast moral, financial, and emotional support means a lot to me, and I want to
convey my gratitude to them. In the face of seemingly insurmountable hurdles, your words of
support were invaluable.

In honor of my supervisor This project would not have been possible without your help. My
academic career would not have been possible without your constructive criticism and timely
input.

My family means the world to me. Your encouragement while I worked through the night was
too important to go unnoticed, in my humble opinion. It means a lot to me that you stood by
me.

You have my thanks for allowing me to take the palm at long last, Lord.

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 DEDICATION

It is with gratitude that I present this work to my family and friends, who have been my pillars
of inspiration throughout my academic career. All of you are in my thoughts and prayers.

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 TABLE OF CONTENTS

Contents
DECLARATION......................................................................................................................................2
Name..........................................................................................................................................................2
Reg. No......................................................................................................................................................2
Instructor’s Name....................................................................................................................................2
Institutional Affiliation............................................................................................................................2
ACKNOWLEDGEMENT.......................................................................................................................3
DEDICATION..........................................................................................................................................4
ABBREVIATIONS AND ACRONYMS................................................................................................8
ABSTRACT..............................................................................................................................................9
CHAPTER ONE......................................................................................................................................1
1.0 INTRODUCTION..............................................................................................................................1
1.1 Background of the study....................................................................................................................1
1.1.1 Selection and Recruitment..........................................................................................................4
1.1.2 Employee Training.......................................................................................................................4
1.1.3 A system of Performance Management.....................................................................................4
1.1.4 Communication at the Workplace Environment......................................................................5
1.2 Problem Statement.............................................................................................................................6
1.3 Research Objectives...........................................................................................................................6
1.3.1 General Objective of the Study...................................................................................................6
1.3.2 The Study’s Specific objectives...................................................................................................6
1.4 Research Questions............................................................................................................................7
1.5 The Research’s Significance..............................................................................................................7
1.6 Scope of the Study..............................................................................................................................7
CHAPTER TWO.....................................................................................................................................8
2.0 REVIEW OF LITERATURE...........................................................................................................8
2.1 Introduction........................................................................................................................................8
2.2 Theoretical Perspective......................................................................................................................8
2.2.1 Configurational Approach Theory.............................................................................................8
2.2.2 Universalistic Perspective Theory..............................................................................................9
2.2.3 AMO Theory................................................................................................................................9
2.3 Empirical Review.............................................................................................................................10
2.3.1 Selection and Recruitment Concerning Employee Performance............................................10
2.3.2 Training and Development and Employee Performance.......................................................12

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2.3.3 Performance Management system concerning the Performance of Employees..................14
2.3.4 Communication at the Organisation concerning employee Performance............................16
2.3.5 Impacts of Performance Appraisal on Employee Performance............................................17
2.3.6 Reward Management Systems and Employee Performance.................................................17
2.3.7 Employee Empowerment and Employee Performance..........................................................19
2.3.8 Role of Conducive Work Environment on Employee Performance.....................................19
2.4 Research Gap....................................................................................................................................21
22
CHAPTER THREE...............................................................................................................................24
3.0 METHODOLOGY OF THE STUDY............................................................................................24
3.1 Introduction......................................................................................................................................24
3.2 Study’s Design..................................................................................................................................24
3.3 Study’s Population...........................................................................................................................25
3.4 Study’s Instrument..........................................................................................................................25
3.4.1 Instrument’s Reliability.............................................................................................................25
3.4.2 Validity of Research Instrument..............................................................................................26
3.5 Data Collection Procedure..............................................................................................................27
3.6 Data Processing and Analysis.........................................................................................................28
CHAPTER FOUR..................................................................................................................................30
4.0 RESULTS.........................................................................................................................................30
4.1 Introduction......................................................................................................................................30
4.2 Reliability..........................................................................................................................................30
4.3 Sample Characteristics....................................................................................................................30
4.3.1 Respondent’s Distribution by Gender......................................................................................30
4.3.2 Age Distribution of Respondents..............................................................................................31
4.3.3 Respondents Academic Qualification.......................................................................................32
4.3.4 Respondents Duration at the Current Station........................................................................32
4.3.5 Respondents’ Rank Distribution..............................................................................................33
4.4 Empirical Findings using Descriptive Statistics............................................................................33
4.4.1 Recruitment and Selection........................................................................................................33
Total 94 100.........................................................................................................................................34
4.4.2 Training and Development........................................................................................................37
4.4.3 Performance Management System...........................................................................................40
Total 94 100.........................................................................................................................................40
4.4.4 Organizational Communication...............................................................................................42
4.5 Correlation Analysis........................................................................................................................45

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4.6 Multiple Regression Analysis..........................................................................................................47
Table 4.28: Model Summary.................................................................................................................47
4.7 Analysis of Variance (ANOVA)......................................................................................................49
CHAPTER FIVE....................................................................................................................................51
5.0 DISCUSSION...................................................................................................................................51
5.1 Introduction......................................................................................................................................51
5.2 Research Findings............................................................................................................................51
5.2.1 Selection and Recruitment in Relation to Performance of Employees..................................51
5.2.2 Employee Training Development in Relation to Performance..............................................52
5.2.3 Performance Management Systems in Relation to Employee Performance........................53
5.2.4 Communication at the Organisattion in Relation to Employee Performance.......................54
CHAPTER SIX......................................................................................................................................56
6.0 CONCLUSIONS AND RECOMMENDATIONS.........................................................................56
6.1 Introduction......................................................................................................................................56
6.2 Conclusions.......................................................................................................................................56
6.3 Recommendations............................................................................................................................57
6.3.1 Recommendation for Policy......................................................................................................57
6.3.2 Recommendation for Practice...................................................................................................58
REFERENCES.......................................................................................................................................59

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 ABBREVIATIONS AND ACRONYMS

HR - Human Resource
HRM - Human Resource Management
AMO - Ability, Motivation and Opportunity
OP - Organizational Performance
PMS - Performance Management Systems
HPWP - High Performance Work Practices

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 ABSTRACT

In today's fast-paced, globalized marketplace, human resource management methods provide a

significant challenge to organizational management. This research aimed to evaluate the impact
of human resource management practices on employees' organisational commitment. The
study's specific objectives were to critically analyze the impact of HRM practices on
employees’ engagement to the organization’s commitment and critically analyze the extent to
which an organization’s commitment to HRM practices impact employees’ satisfaction. To
answer the research question, "How do HRM procedures influence employee loyalty to the
organisation?" This study's data was gathered through the usage of journals, websites,
newspapers, government documents and agencies, and Google Scholar. Commitment,
Employees, Organizations, Human, Resource, Practices, Management, were the keywords
utilised in the search since they would provide relevant information. The Boolean operator and
was utilised in the mix to empower widened results. Refinement was based on the new
information from the various data sets while keeping the main phrases in place. Discrepancies
were eliminated, and additional inclusion criteria were noted during the review process. Only
primary studies published in the English language were utilised as the author is a student in the
U.K whose work was supervised. Likewise, studies that considered the review keywords and
were conducted within ten years were incorporated, as Up-to-Date data is significant. When it
comes to staff performance, the recruiting and selection process directly impacts the quality and
timely delivery of products and services, as well as on fulfilling set production targets. Overall,
training and development strategies improve operational skills and knowledge, which leads to
higher-quality products and services and more engaged employees. Many performance
management solutions help employees achieve their goals, monitor employee performance and
improve employee competencies. Employee competence and productivity were observed to rise
due to organizational communication techniques. To boost productivity, the report proposes
implementing a merit-based selection, placement, and promotion process for all employees.
Additionally, companies should put in place training programmes and programmes that are fair
to everyone, develop unbiased performance management systems that have a feedback loop and
raise employees' awareness of their role, implement a clear and sound organisational
communication policy that will improve interpersonal communication and relationships
between senior and junior employees. Because they believe they are unfairly penalised, low-
level employees have a general antipathy for performance management systems.

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 CHAPTER ONE

1.0 INTRODUCTION

The chapter focuses on the study's backdrop, in which the concept of organizational commitment
of employees is put into perspective. Also included in this chapter are the study's goals and
objectives and its statement of problem and research questions.

1.1 Background of the study

When employees fulfil a task to the best of their abilities, they are considered good performers.
Organizations have expectations for their employees' job performance, and when those
expectations are met, the employees are considered to be good performers (Sultana, Irum,
Ahmed, & Mehmood, 2012). In the context of human resource management, this is a set of
activities and tactics to ensure that personnel are effectively managed at all levels of a business
(Byars & Rue, 2006).
According to the AMO Theory of HRM, HR practises needing to promote employee
participation and contribution to the organization's success by increasing employees' abilities,
motivations, and growth opportunities. As a result of the incentives they receive, people
perform better when using their talents and knowledge in the workplace. Many scholars have
theorised that the performance of an organisation and the happiness of its personnel are directly
linked (Katz et al., 1985).
According to the Universalistic Perspective theory, there is a hierarchy of HRM practises based
on efficacy, and as a result, most organisations should use these best practises. Research studies
that use a universalistic approach to HRM tend to be micro-analytical and demonstrate that
particular HRM practises are more significant than others. As a result, all organisations should
adopt these practises (Daud, 2006).

1
According to Configurational approaches to HRM, distinct practises and policies and strategies
will operate together in a nonlinear, synergistic form to generate maximum organisational
effectiveness (Martin-Alcazar et al., 2005). (Delery & Doty, 1996). HPWPs' impact on
performance can be better understood through systems of HR practises rather than by looking at
individual HR practises in isolation, as some research has sought to illustrate (Chan et al.,
2004). The configurational perspective has been bolstered by other studies that have been
published (Delery & Doty, 1996).

HRM practises can help determine the optimum approach to apply HRM practises and boost
employee retention by taking into account other elements such as employee commitment and
loyalty. Workplace values and contented employee participation, according to Arthur (1994),
Huselid (1995), and Koch and McGrath (1996), can help retain workers. For an organisation to
fulfil its goals, it must have strong HRM practices, leading to long-term growth (Tanveer et al.,
2011). Retaining key personnel helps businesses save money they could have spent on employee
training and, as a result, reduces the loss of human capital (Acton & Golden, 2003). Performance
management, training and development, compensation, supervisor assistance, and work
environment will be examined in this study.

Herzberg's Two Factor Theory (1959) and Social Exchange Theory will be examined in this
research (Balue, 964). He was the first to propose Herzberg's motivation-hygiene theory in
1959. The Motivators, he claimed, would encourage employees to work more if they were
introduced to a company. On the other hand, certain variables demotivate people from putting in
their all-out effort. In terms of the actual job, hygiene elements play a crucial role in motivating
employees, such as how interesting the work is and the various chances for increased
responsibilities, acknowledgement from the employer, and career advancement. As long as an
employer provides a reasonable pay and safety safeguards, employees are more likely to show
up to work enthusiastically. Still, they are less likely to work harder once they are there.
According to Frederick Herzberg, the most important determinant in a worker's decision to stay
in a given company is the salary or benefits they receive for their work. According to him,
organisations should try to enhance the nature and substance of their jobs using various means,
including democratic management practices. There are various methods employers can use to
entice workers to stay on board with the company. According to Balue's Social Exchange
Theory (Balue, 1964), cost-benefit analysis and alternative comparisons improve human

2
interactions. Employees are more likely to put forth extra effort and loyalty if they provide
valuable commodities and social benefits (Blau, 1964). HR methods are based on the norm of
reciprocity. They claim to indirectly influence employee attitudes and behaviour by instilling a
sense of obligation in workers, which leads to reciprocation in job commitment, loyalty to the
business, and retention (Eisenberger et al., 1986).

3
1.1.1 Selection and Recruitment

According to several researchers who have studied the two, selection and recruitment are
separate. The selection process begins when an organisation receives applications for an
available position and creates a pool of potential candidates. Applicants are evaluated using
various procedures or methods to decide who is the best fit for the open post, given management
objectives and legal criteria. Recruiting and selection have a positive relationship with employee
performance, according to Tessema and Soeters (2006), who looked at the link between Eritrean
public service personnel performance and HR practises. There is a connection between these two
behaviours despite their disparate meanings, as demonstrated by this.

1.1.2 Employee Training

Learners and experts work together to impart knowledge and skills to help them perform better
in their current positions (McNamara, 2008). It is a long-term, multi-faceted effort to raise
someone or an organisation to a higher level of performance, generally for a new job or new role
in the future. Development (Fey, Bjórkman & Pavlovskaya, 2000). To accomplish both their
personal and the company's goals, all employees, according to (Asare 2002), should receive
appropriate training and development opportunities. Job- or task-related training is offered.
Rather, it tries to help people perform better in their current occupations.
In contrast, development focuses on the long-term rather than the short-term (McNamara, 2008).
It attempts to prepare people for future leadership roles (Asare, 2002). Employee performance, in
turn, has a direct impact on profit or revenue, according to hypotheses put out by some
researchers.

1.1.3 A system of Performance Management

Individual and organisational performance can be improved through the application of Brudan's
(2010) definition of performance management: It is also possible to describe performance
management as the process of identifying goals, developing strategies to attain those goals,
allocating decision rights, assessing and rewarding performance. The most important elements of
performance management should be included, as should the connections between them (Aguinis,
2009). Employees and managers must have a thorough understanding of the organization's

4
objective and strategic goals as well as an understanding of the job at hand before deciding on a
performance plan and then executing it, as well as assessing and reviewing their performance.
(Verbeeten, 2008).
Research conducted in Iran in 2012 by Homayounizadpanah and Baqerkord found that
implementing performance management in Chabahar's municipal employees positively impacted
their productivity, efficiency, and effectiveness (the study's title). The most important findings
were an important link between performance management and productivity. In addition, the
study found a high correlation between PMS and productivity. This was an example of how
performance management creates efficiency, enhancing employee performance.

1.1.4 Communication at the Workplace Environment

Ideas, message encoding (via the communication channel), transmission (through the channel),
message decoding, and feedback are the five main communication processes. "Human resource
management" has been referred to as the "heart" of effective human resources management.
According to Brewster, Sparrow and Vernon (2007a), good communication can promote
employee commitment and job satisfaction and facilitate the establishment of collaboration
between organisational stakeholders and improve internal control and strategy creation.
According to the study, higher HRM practises, with communication as an essential indication,
result in a more competitive workforce and better organisational performance in the Serbian
banking sector (Vemic, Joti & Mari, 2013). These two studies show that when an organisation
implements organisational communication as a policy, it improves productivity.

5
1.2 Problem Statement

By strategically placing human resources, enterprises can gain a competitive advantage by

providing new solutions. Successful companies attract, develop, and retain people who are
capable of managing overall firms, who are sensitive to their clients, and who are aware of the
problems and opportunities that technology presents (Armstrong, 2009). The HR department has
a responsibility to source, integrate, grow, offer competitive remuneration, and keep these
outstanding workers using modern HRM methods (Benkhoff, 2007). Employee retention is a
concern for many public and private businesses due to the abundance of employment options
available to highly skilled individuals on the global skills market (Harris, 2007).
Management is concerned about high turnover and the costs associated with it. To save money,
companies are looking at employee retention tactics. There is a direct cost connected with
training and recruiting new employees and operational downtime due to a lack of skills,
knowledge, and aptitude in the new hires, typically related to turnover. Only a tiny portion of the
costs associated with turnover are apparent, such as the loss of long-term relationships and
knowledge, which are not readily verifiable. As a result, it is vital to investigate the factors that
influence employee turnover intention in a company.

1.3 Research Objectives

1.3.1 General Objective of the Study

The research's overall goal was to evaluate the impact of human resource management practices
on employees' organisational commitment.
1.3.2 The Study’s Specific objectives
i. Critically analyse the impact of HRM practices on employees’ engagement to the
organisation’s commitment and

ii. Critically analyse the extent to which an organisation’s commitment to HRM practices
impacts employees’ satisfaction.

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1.4 Research Questions

i. Do recruitment and selection practise have an impact on employee productivity?

ii. Is there a correlation between training and performance in the workplace?
iii. Employee performance in the workplace is affected by how organisations implement and
use performance management systems.
iv. Does organisational communication practises have an impact on employee performance?

1.5 The Research’s Significance

The practises chosen for this study were chosen based on their importance to different
shareholders in the management of a business enterprise. As a result, major corporations will
better understand how to manage their human resources. Many companies have recently
implemented downsizing due to the recent economic upheaval. For strategic and financial
reasons, a company may decide to downsize. Even though downsizing has had a favourable
effect on productivity and profitability, no one can argue about the psychological impact of such
a drastic change. Survivors of the downsizing were left with a diminished sense of self-worth and
self-worth due to their exposure to the rupture of the employer-employee relationship. This
unique relationship between the employer and their employees is now over, and they realise how
important it is. The necessity of maintaining a highly motivated staff is recognised by
organisations, who use tools and resources such as money and time to develop a strong
relationship with their employees to drive calibration of results.

1.6 Scope of the Study

This study focuses primarily on current employees of large corporations. It is proposed that the
research question: How do HRM procedures affect employees' commitment to the organisation?
be critically examined and answered. This study's data was gathered through the usage of
journals, websites, newspapers, government documents and agencies, and Google Scholar.
Commitment, Employees, Organizations, Human resources, Practices, and Management are
keywords included in the investigation.

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 CHAPTER TWO

2.0 REVIEW OF LITERATURE

2.1 Introduction

Human resource management strategies have already been studied about employee performance.
The theoretical review, the empirical review, and the conceptual framework were all included.

2.2 Theoretical Perspective

Conceptual theories are formulated to elucidate and explain occurrences while also providing a
framework for challenging and expanding existing knowledge within the confines of
fundamental boundary assumptions (David, 2009). AMO (Ability, Motivation, and Opportunity)
theory, RBV (Resource-Based View) theory, and Strategic Contingency Theory (SCT) were the
three most widely accepted views following a 1997 publication by Guest et al. Two more
theories that have been mentioned as significant are the Universalistic Perspective Theory and
the Configurational Approach Theory. Observations have led to the development of the
following three hypotheses:

2.2.1 Configurational Approach Theory

The Configurational Strategy is an alternate approach that focuses on the relationship between a
dependent variable and the pattern of numerous independent variables (Delery & Doty, 1996).
As a rule of thumb, configurational approaches to HRM systems emphasise "horizontal and
vertical fit." When it comes to human resources management (HRM), vertical fit refers to how
HRM practises are linked and integrated with the organization's mission or goal; horizontal fit
refers to the consistency with which HRM practises are applied throughout an organisation.
Configurational theory suggests that an effective combination of HRM bundles can have a
considerable impact on the performance of an organisation (MacDuffie, 1995). Consequently,
optimising business results is dependent on the systematic integration of numerous human
resources management-related issues.
The present study aims to combine recruitment and selection, training and development, and

8
organisation communication into a single process. At its core, recruitment leads to section;
appraisals show skill gaps transmitted to the appropriate parties, who subsequently implement
corrective actions, such as organising training sessions.

2.2.2 Universalistic Perspective Theory

Organisations should embrace the best HRM practises according to the universalistic perspective
theory since these practises are the most effective. Delery & Doty (1996), proponents of the idea,
identified seven activities that they deemed strategic and recommended that all organisations
implement. An internal career path, a structured training system and an evaluation system were
among the practices that were found to be in place.
Researchers that take a universalistic perspective gather studies to discover and assess "best
HRM practises" (Pfeffer, 1994). This technique is based on four essential principles: Some
activities are better than others, and they may be used in any organisation, but some are superior.
All HRM operations cannot be considered strategic, and HRM that results in the highest financial
success will be prioritised. When numerous HRM activities are used simultaneously to influence
performance, the sum of the individual effects of each HRM activity results (Delery & Doty
1996).
Pfeffer's (1998) seven practises, in which he says that regardless of the organisation or external
situations, they will have a good impact on organisational performance. According to scientists
who hold this position, human resources techniques do not need to be adjusted to any particular
strategy or corporate setting (Lengnick-Hall et al., 2009). Training and development,
performance management, organisational communication, and recruitment and selection are all
constituent goals of this concept, which may be applied to any corporation, independent of
location or environment

2.2.3 AMO Theory

According to the AMO framework, to ensure that employees are eager to go above and beyond
what is expected, three components are required: essential skills, adequate motivation, and an
opportunity to participate in decision-making processes. A large body of HRM theory and
research supports the AMO concept that an employee's "capacity to perform" is influenced by

9
the HRM system of their "motivation to perform," and their "opportunity to perform" is
controlled by the HRM system of their "motivation" (retention, presence) (Appelbaum et al.,
2000). Since its inception, the AMO concept has been widely acknowledged for articulating the
link between human resources management and performance. This theoretical framework has
been used in many studies that study the relationship between HRM and performance since the
year 2000, either explicitly or implicitly. Because prior studies on this idea encompassed
recruitment and selection, training and development, performance management systems, and the
inception of organisational communication, there is a strong association between HRM practices
and employee performance (Appelbaum et al., 2000; Boxall and Purcell, 2003). To explain the
link between HRM practices and employee performance, this study found it helpful to do so.

Configurational theory

Universalistic theory Theories of employee performance

AMO theory

Fig: Theoretical framework

2.3 Empirical Review

The term "empirical literature review" refers to the process of conducting a systematic search of
previously published materials, such as journals and books, to uncover new evidence and
theories related to the topic at hand (Zikmund, Babin, Carr & Griffin, 2010). Human resource
practices and employee performance have been the subject of many studies, and communication,
performance management systems, training and development, and selection and recruitment will
be examined empirically.

10
2.3.1 Selection and Recruitment Concerning Employee Performance

Following the advertising of an open position, doing job analysis, attracting and interviewing
prospects, selecting and making an offer to a suitable candidate for the work and training new
hires are critical aspects of the hiring process. In their study, "Effect of Recruitment and
Selection of Employees on the Performance of Small and Medium Enterprises in Kisumu
Municipality, Kenya," Jonathan, Moses, and Willis (2012) used a cross-sectional survey research
design, a purposive sampling technique, and quantitative data analysis using descriptive and
inferential statistics. Overall, SMEs in Kisumu performed at a 60.71 per cent average, according
to the study's findings. A p-value of.01 indicated statistical significance in the relationship
between recruiting and the selection and the performance of SMEs. Overall, the average
performance was 81.90% for companies that had good recruiting and choice; for those with an
intermediate version, 67.94%; and for those with a bad performance, 53.90%. SMEs in Kisumu
Municipality was found to have a significant impact on their performance due to hiring and
selecting staff.
In his study, "The Impact of Recruitment and Selection Policy on the Performance of Tanzania's
Business Organizations," Collins (2013) explored "the impact of recruitment and selection policy
on the performance of Tanzania's business organisations.".
According to Collins, "A Case of Coca Cola Kwanza," (2013), the data was collected through
surveys and interviews as well as a review of pertinent documents. (Collins, 2013) Software for
statistical analysis (SPSS) has been employed to examine the data. This investigation used a
descriptive cross-sectional design. A R & S policy was described by its fairness, transparency,
credibility, and absence of prejudice in its application by the large majority of participants in the
study. Employee performance is strongly linked to the company's R & S policy, according to the
study results. To summarise, the results show that the R & S Policy is critical in ensuring that the
organisation is operating at its highest level of efficiency.
Mukwa (2014) conducted a research study named "Recruitment procedures and performance of
administrative employees at Masinde Muliro University of Science and Technology, Kenya"
using a cross-sectional survey research design. It was decided to utilise a simple regression
analysis beta (),similar to the Karl Pearson correlation coefficient (r). The test of the relationship
between recruitment practises and administrative staff performance was conducted at the 0.05
per cent level of significance with a 95 per cent confidence level. According to the findings of
11
the study, effective recruitment procedures have a beneficial impact on employee performance.
In the study's findings, it was discovered that how a company conducts its recruitment practises
can explain 32.2 percent of employee performance (r2 = 0.322).

2.3.2 Training and Development and Employee Performance

Implementing training and development initiatives requires a series of stages known as the
ADDIE procedures. The following are the stages in the process: analysis, design, development,
implementation, and assessment (Rothwell & Benkowski, 2002). Robert, Jane, Bravo, and
Maurice researched the connection between training and development and the success of state-
owned businesses (2013). Explanatory research was used in this study's methodology. An
inferential statistic was used in the quantitative data analysis. Organizational performance (OP)
was linked to training and development (T&D). It was recommended to the executives of firms
under review that they focus on T&D to improve performance.
A similar study was conducted by Sab and Fizza (2015) in Pakistan, which looked at the effect
of training and development on employees' performance and productivity. Researchers used a
quantitative approach to their work. Employees of Bahria, a town in Sindh province in Pakistan,
were the focus of this study. The researchers relied on improbability and random sampling as
study methods. There were 33 employees from Bahria, Pakistan, in this study's sample. A
questionnaire gathered the data, and SPSS 16.0 was used for regression analysis. The results
showed that participants' job performance improved statistically significantly when training and
development. The term "training and development" is defined by Delaney and Huselid (2016) as
the "extensiveness of institutionalised programmes for the development of knowledge, skills,
and capacities" (p.76). The introduction of new technology and shifting consumer preferences
push hoteliers to embrace and apply various survival tactics that will allow them to remain
competitive and flourish in an ever-changing business like the hospitality industry. The hotel
industry strives to stay up with rapidly changing technologies and develop business models to
expand its global operations. Nadler (2014) and Para-González, Jiménez-Jiménez, and Martnez-
Lorente (2018) to investigate how training and development affect employee performance in the
U.S. hostel industry. In the study's findings, it was discovered that training and development are
critical in eliminating work inequalities. Thus, hoteliers are obligated to train and develop their
workers regularly to improve their performance, even when consumer tastes and preferences
change due to new technology. Another study, conducted by Jaworski et al. (2018), discovered
12
that training and development promote organisational effectiveness by increasing employees'
adaptability and reactivity to a rapidly changing business environment. The training and
development of personnel in this setting help them respond quickly to changing consumer
demands for quality, variety, convenience, and timetable, among other things.
According to Beardwell and Holden (2017), training and development are one of the human
resource management techniques that firms rely on to manage their people capital effectively.
This assumption was made following the general notion that training and development assist
employees in matching their talents to the demands of the workplace. Employee performance is
improved when performance gaps are eliminated, and employees can enhance their skills.
According to Seligman (2018), employee training and development are critical factors in
increasing employee motivation, work satisfaction, and overall employee performance.
Employee competency and an organization's overall competitive advantage, according to
Bradley (2014), are enhanced through training and development programmes. In essence,
training and development provide employees with skills and competencies that enable them to
take advantage of market possibilities and respond proactively to risks to their productivity. As
a result, hoteliers who invest in training and development processes must do so as a strategic
priority rather than as tactical responses to shifting external conditions and demands. According
to the findings of this study, training and development not only improve employee performance
but also provide a competitive advantage to a company.
It has been demonstrated by Myles (2010) and Hawkridge, Newton, and Hall (2018) that
hoteliers who provide regular training and development to their staff are more likely to motivate
their employees and enhance their performance. Employees who receive training and
development are more likely to establish stronger relationships with consumers, provide high-
quality services, and increase customer satisfaction. When researching the current reciprocal
linkages between training and development and employee performance in the German hotel
sector, Jaworski et al. (2018) reported findings that were similar to those of Jaworski et al. In
addition, Padmasiri (2018) and Fletcher, Alfes, and Robinson (2018) conducted an eleven-year
study to investigate the existing relationship between employee training and employee
performance. They discovered that hoteliers with cultures that emphasised training and
development, as well as ethical values in every area concerning employees, customers, and
stakeholders, and leadership from managers, outperformed companies that did not have these
cultural characteristics by an average of ten percent. In a recent study, Noe et al. (2017)
13
discovered that hoteliers that engage in training and development methods are more likely to
retain their staff, a phenomenon that translates into improved employee productivity. As Sanyal
and Hisam (2018) discovered, training has a positive impact on employee performance by
developing employees' abilities and competencies and their abilities and skills. They
recommended that organisations should prioritise training activities that result in performance
improvement benefits for both employees and the organisation. As a result, Jordanian hoteliers
must provide their staff with adequate training to assist them in acquiring modern skills that will
enable them to manage challenging duties in their respective fields of expertise.
2.3.3 Performance Management system concerning the Performance of Employees
A manager establishes an employee's tasks and objectives, trains the employee, assesses the
employee's effort, and rewards the employee's work within the context of how the person's
performance contributes to the organisation's success. According to Armstrong and Stephens
(2006), an integrated approach to performance management helps firms achieve long-term
success by boosting the performance of both individuals and teams who operate inside them.
Convenience sampling and the statistical procedures of mean, regression, and correlation were
used in a study titled "Impact of the efficacy of performance management system on employee
satisfaction and commitment." According to the findings of the study, there was a strong link
between the performance management system and employee satisfaction and a moderate
correlation between employee contentment and commitment. The study concluded that "a good
performance management system is a mantra to improve the loyalty index of the employee to
keep them happy as happy brains function best."
"The Relationship between Performance Management Systems and Employee Performance: A
Case Study of Assorted Ways Limited" was published by Gacheru (2015) and explored the link
between performance management systems and employee performance. The 178 people who
work at Assorted Ways Limited are part of the study's sample. This study relied on both primary
and secondary sources of information. The collected data was entered into SPSS, and the data
collection findings were subjected to correlation and regression analyses. To determine the
scale's reliability, Cronbach alpha coefficients were also consulted. The measurement equipment
had an average internal consistency of 0.787, which was reliable. According to the findings,
performance management systems considerably impacted employee performance in a linear
pattern. There is a t value of 3.106 for performance incentive systems and 3.106 for performance
appraisal systems, followed by performance contracts, which both have a t value of 3.074,
14
respectively. The coefficient of correlativity of 0.784 shows a positive relationship between
performance management systems and employee performance. According to the study's
conclusions, performance management systems have a positive effect on employee performance,
and organisations should apply them to maximise productivity.
Individual and business performance are usually linked to human capital management
effectiveness and efficacy. Chand and Ranga (2018) and Brewster (2017, respectively) have
found that employee performance is most substantially influenced by how companies raise the
quality of their workforce. Because of this, hoteliers must constantly improve the human
resource management systems that structure and manage their human capital to achieve their
goals. Employee performance can often be gauged by a company's ability to manage its
resources and ensure that employee-related activities are aligned with its goals. Understanding
and managing staff performance in line with a set of predetermined objectives, industry
standards, and client expectations is crucial for hoteliers given the highly competitive
environment in which they operate (Neely, Gregory, & Platts, 2015; Noe et al., 2017). Structural
equational modelling equations have been extensively used to understand better how hotels
might boost employee productivity in a highly competitive market. A highly competitive
industry necessitated that he link employee performance to the company's broader strategy,
which he had demonstrated to be a critical success factor. There are several ways to increase
employee productivity, including creating individual performance goals and regular performance
reviews, providing job-specific feedback, and linking final results to employee recognition
rewards.
Workers in high-performing hotels are involved in decision-making processes, goal and direction
setting, and goal and direction setting (Maung & Walsh, 2018). An increase in employee
satisfaction and a decrease in staff turnover are crucial elements in boosting productivity. Deci
and Ryan (2015) claim that financial incentives encourage employee performance because they
promote extrinsic drive while diminishing internal motivation because they undermine
individuals' need for autonomy and self-determination. According to research, both financial and
non-financial incentives have a substantial impact on employee motivation and performance.
Financial rewards tend to enhance intrinsic motivation, which propels workers to accomplish
their duties. When it comes to influencing employee performance, non-monetary incentives such
as training, coaching, growth, and promotion can have a wide range of results. When their
employers provide them with professional growth and development opportunities, many
15
employees feel empowered and motivated to do even better work. There is a strong correlation
between financial and nonfinancial incentives and improved job performance, according to the
authors of Hayat (2019). However, they argue that this correlation may not be automatic because
it depends on various factors, such as the magnitude and long-term sustainability of acquired
skills, among other things. Benefits packages that accompany employee incentives affect their
performance as well.
As Quarles (2018) explains in his book, training and development, recognition, empowerment,
and performance evaluation all substantially impact employee productivity and happiness on the
job. Sharma and Gursoy examined the human resource management approach often used in the
hospitality and tourist industries to boost employee performance (2018). An extensive review of
hospitality articles and journals revealed that hoteliers use a variety of human resource
management practices to increase employee productivity, including nonpartisan recruitment,
training and development, performance evaluations that give employees a say in their future and
fair rewards. Hoteliers can learn a great deal about improving employee happiness, turnover
rates, employee well-being, and overall organisational performance by implementing various
human resource management strategies. Based on previously published HRM insights, the
current study examines how HRM practices such as employee training and development,
performance evaluation, reward management systems, employee empowerment, and provision of
a conducive working environment affect employee performance, focusing on Jordanian hotels
the case study.
2.3.4 Communication at the Organisation concerning employee Performance

The five critical phases in the communication process are idea formation, message encoding,
message transmission (through a communication channel), message decoding, and feedback (not
necessarily present in a communication process). Research shows that performance is linked to
corporate communication. "Effects of Organizational Communication on Employee
Performance: Case of the Agricultural Development Bank, Tamale, Kumasi-Ghana," by Owusug
and Jeduah (2014), used both simple random sampling and stratified sampling. Descriptive and
inferential statistics were employed during the data analysis. It was determined that staff were
well-versed in terms of the bank's financial performance because of the findings of this study,
and the bank's website was updated to reflect this. Results also showed that the banking
organisation used the most official, top-down communication channels. Therefore, it was
suggested that the bank utilise both the bottom-up and top-down communication channels.
16
Nebo, Chidiebere, Okonkwo, and Rita (2015) did a study on organisational performance with the
title "The significance of good communication on organisational performance: a study of
Nnamdi Azikiwe University, Awka". The survey was the research approach used in this study.
Sampling procedures included the Taro Yamane method and stratified random sample. To test
the hypotheses, chi-square tests were used. According to the research findings, good
communication has been found to have a substantial impact on the performance of UNZIK staff.
The data also indicated that effective communication was the most effective and efficient
remedial tool for managing employee performance in a firm. Findings from this research led
researchers to recommend that organisations improve their information management by
establishing clear lines of communication and identifying strategic data storage methods that
would help prevent the loss of important knowledge and help reduce conflict within the
organisation and improve information management.
2.3.5 Impacts of Performance Appraisal on Employee Performance

Setting work standards and evaluating employees' performance relative to those standards is the
basis of performance evaluation. Indicators of an organization's ability to effectively manage its
human resources include: (Obisi, 2011; Meyer & Kirsten, 2015; Imran et al., 2019). Therefore,
firms must evaluate their employees' performance routinely. For this reason, hoteliers must use
the most effective performance appraisal tools to improve human resource decisions, review
employee performance, and deliver positive feedback to their staff. One of the most critical
studies on employee performance was done by Dipboye & Dipboye (2018). His research found
that performance appraisal is a vital incentive mechanism that connects employees' participation
with company goals to increase productivity.
Because the hotel sector is highly competitive, hoteliers need to invest in better performance
evaluation tools to attain high-performance levels. Companies can use performance appraisals to
help recruit new employees, train and develop current employees, and motivate employees
through effective compensation systems to enhance their performance. (Laroche et al., 2013)
Effective performance management necessitates the use of performance appraisals regularly. A
study by Kline and Sulsky (2019) found that performance evaluations are essential in helping
organisations match resources with organisational and individual goals to maximise employee
productivity.
Furthermore, according to Kline and Sulsky (2019), an organization's performance appraisal is

17
an essential predictor of employee performance. It involves identifying strategic goals,
establishing individual and organisational goals, analysing performance, and creating more
effective reward systems. According to research, a company's performance evaluation system
helps employees perform better.
2.3.6 Reward Management Systems and Employee Performance

Reward management In many firms, reward management methods are essential for increasing
employee performance (Guest, 2017). For the sake of surviving in a highly competitive business
environment, organisations struggle to keep their staff on board. Senior personnel are creative,
know how to read and write legibly, and have the specific talents needed to suit the customers'
needs. An organization's low performance directly results from inexperienced individuals who
lack specific skills and expertise (Elvira, 2011; Lee et al., 2019). Replacing employees is
expensive, and it's impossible to replace the knowledge that departing employees bring to the
table. As a result, paying staff is necessary to keep them on board. The performance of a
company is heavily dependent on the motivation and ability of its employees. For a company to
thrive in today's highly competitive business environment, awards are essential entrustments in
maintaining employee engagement, maximum contribution, retention and harmony between its
employees (Layard, 2016; Greene, 2018).
For the sake of boosting their career prospects and development, skilled personnel should be paid
a competitive wage. Paying employees well motivates them to do their best work, resulting in
increased productivity in the workplace (Gerhart & Fang, 2014; Chi et al., 2019). According to
Judge et al. (2010), when an institution or company values and appreciates its employees, they
devote themselves to their work and excel at it. Consequently, the firm can meet its objectives
and retain outstanding individuals, resulting in a highly successful organisation. According to
several studies, employees' performance and effectiveness are directly linked to the amount of
money they receive in compensation. Non-monetary and financial incentives are used to inspire
and influence the behaviour of employees to improve organisational performance and meet
established goals (Carraher, 2011; Ananthram et al., 2018). When employees are recognised by
the organisation and given healthy rewards, they become more connected to the company, boost
job efficiency, and produce better and more spectacular work (Gomez-Mejia, Berrone, & Franco-
Santos, 2014). Bonuses, pay raises, and other monetary incentives positively affect employees'
job happiness. Those who earn a lot of money will not conduct substandard work for their

18
employers. In addition, financial incentives encourage personnel to do their responsibilities with
less restraint or without supervision (Ananthram et al., 2018).
In addition to physical benefits, such as bonuses, recognition, and gratitude, employees are
motivated and inspired by intangible rewards. Organizational recognition and incentive systems
directly impact the level of employee dedication to their daily duties. According to Al-Bahussin
and El-Garaihy (2013), Organizational culture is reflected in the mental state of its employees
Organisational factors influence employee retention decisions. Both their employers' financial
and non-financial incentives encourage employees to stay in their current positions and enhance
their productivity (Lee et al., 2019). As a result of incentives and prizes, employees can
accomplish their goals while still meeting their necessities. This promotes a positive working
environment for both the company and the employees since employees will be motivated to do
their best.

2.3.7Employee Empowerment and Employee Performance

Empowering employees is critical to a company's ability to perform at its best and achieve long-
term success. By empowering employees through techniques such as delegating responsibility
and authority to them, Chauhan (2017) found greater job satisfaction and mutual trust, which led
to an overall rise in productivity. Various forms of employee empowerment encourage workers
to see the organization's goals as their personal goals and begin working toward them. When
employees are empowered, their performance improves (Meyerson & Dewettinck, 2017).
Employee empowerment has a significant impact on innovation, as Bose (2018) discovered in
his research and regression and correlation analyses. This was investigated by Dash, Prasad, and
Koshy (2018) using quantitative research to see how staff empowerment impacts customer
happiness and service quality. According to the researchers, there is a strong correlation between
staff empowerment and consumer happiness.
According to Meyerson and Dewettinck (2017), employees' performance is highly influenced by
their level of autonomy. According to Treglown et al. (2018), a survey of Indian enterprises
utilising regression and correlation analysis to establish the relationship between employee
empowerment and organisational performance was shown to be true. Using regression analysis,
Dash, Bakshi, and Chugh (2019) found that employee empowerment positively impacts
employee effectiveness. Abdullah, Sarfraz, and Kazmi (2018) conducted correlation and
regression analyses to evaluate the relationship between employee empowerment and
19
performance. According to Fe's research, employee empowerment strategies have a significant
and favourable impact on employee performance. To find out more about how employee
employment affects an organization's innovativeness, creativity, and knowledge sharing,
researchers Idris See and Coughlan (2018) used regression analysis. According to the
researchers, organisational creativity and innovation are positively influenced by employee
empowerment. According to the research cited above, an empowered workforce is a major factor
in boosting productivity.
2.3.8Role of Conducive Work Environment on Employee Performance

The success of an organisation depends on the performance of its employees, which is also
dependent on the workplace conditions. According to Heath (2016), the requirements of the
workplace environment have a major impact on employee motivation as well as the overall
productivity of the organisation. When the environment stimulates employees' motivation to
come to work, their performance is more likely to improve and reach higher levels (Heath,
2016). This means that a positive working environment has a significant impact on lowering
employee turnover rates and, as a result, on enhancing employees' performance in today's
dynamic and competitive corporate climate. Because the working environment has been linked to
both positive and bad effects on employees' morale, engagement, and productivity, numerous
research have been undertaken to determine how the workplace environment affects employee
performance in the literature. To better understand how employees perceive their workplace's
ability to meet their intrinsic and extrinsic motivational demands, as well as their social needs,
Ramli (2019) undertook an industry-wide survey to gather information from a large number of
employees. Also investigated was the relationship between employee commitment and turnover
rates, and he came to the conclusion that employees who operate in enabling working
environments are more motivated, satisfied, and highly committed to achieving both
organisational and personal goals, resulting in increased employee performance as a result.
According to recent research, Fatihudin and Firmansyah (2018) discovered that creating a
favourable working environment can assist organisations in reducing incidences of absenteeism,
complaints, and rates of employee turnout, hence increasing employees' productivity and
reducing costs. His findings demonstrated that improving the working environment had a major
impact on increasing staff morale and, ultimately, on improving performance. Furthermore,
according to the findings of the study conducted by Fatihudin and Firmansyah (2018), supportive
working environments provide individuals with all of the resources they require in order to
20
achieve high levels of performance. A study conducted by Juliarti, Agung, and Sudja (2018)
discovered that a positive working environment plays a significant influence in increasing
employee job satisfaction as well as the level of their performance. Javed et al. (2019) conducted
an investigative study in Pakistan's education sector to examine how workplace environment
influenced employees' performance. They came to the conclusion that conducive working
environments, combined with both monetary and non-monetary incentives, positively contribute
to improved employee performance. According to Rifaldi (2018), who conducted a study of
thirty-one bank branches, a comfortable working environment promotes employees to enhance
their level of performance and productivity. Earlier this year, Obamiro and Kumolu-Johnson
(2019) did a study to evaluate the effects of the workplace environment on employees' multi-
dimensional performance in the Nigerian beverage industry. The researchers' findings
demonstrated that better working circumstances have a considerable impact on the performance
of employees. According to the literature reviewed above, a positive working environment is
critical in improving employee performance and increasing the profitability of an organization's
operations.

2.4 Research Gap

Various studies have been conducted on the effect of human resource management methods on
employee performance in various firms throughout the world, as demonstrated by the empirical
study presented above. A large number of research, conducted in both developed and developing
countries, have indicated that human resource strategies have a considerable impact on employee
productivity. The bulk of factors affecting human resource management practises are context-
dependent, as indicated by Guest (1997). As a result, it is critical to analyse HRM practises in as
many settings as possible in order to support the findings of the previous studies. Among the
conclusions reached by Fleetwood and Hesketh are: "However, there is insufficient empirical
data to support the existence of a link between human resource management and performance....
A statistical correlation, in and of itself, does not constitute a hypothesis or an explanation of the
phenomenon " (Fleetwood and Hesketh, 2006 ).
Conceptual Framework

As stated by Kombo and Tromp (2009), an established conceptual framework incorporates broad
concepts and principles collected from relevant fields of investigation that are used to develop a

21
future presentation. Recruiting and selection, training and development, performance
management systems, and internal communication all had an effect on employee performance,
which was the study's sole dependent variable.

22
Independent Variables

Recruitment and selection

 • Recruiting, screening,
and interviewing
candidates; selecting and
appointing employees;
and providing induction
training and employee

Training and development

 • Identification of training
Dependent Variables
requirements;
 • Delivery of training; and Employee performance
 • Evaluation of training.
 Timeliness
Organizational communication  Quality
 Feedback on the message  Quantity
encoding, transmission, and
decoding processes is
provided.

Performance management
 • Performance planning
and execution •
Performance assessment
and review •
Performance renewal and
recontracting •
Performance evaluation
and review

CIPD Studies
With the help of the updated CIPD Map, it is now easier than ever to comprehend what an ideal HR entails
in terms of the knowledge, skills, and behaviour necessary.
23
The New Professional Map (NPM) is divided into four bands, each of which has a specific focus.

1. What is the goal or purpose of this endeavour?

2. Basic Information

3. Fundamental Personality Traits

4. Dedicated Expertise

NPM's significance lies in its ability to help the people profession better understand their role and how they
can better advocate for themselves in the workplace. People should be encouraged to discuss their goals and
ideas so that others can offer comments and help them develop a concrete goal plan that will allow them to
achieve their objectives. There is less room for ambiguity in the future if actions are principle-driven,
evidence-based, and outcome-driven.

With six fundamental areas of knowledge, our profession has a strong foundation to be appropriately
decisive. This helps us improve our professional credibility because we demonstrate to the organisation that
we are serious about our professional skills and that we are keeping ourselves up to date by aligning to our
professional body's new and future-focused map.

Despite the advent of NPM in 2018, the value of Professional Map from 2013 has not been diminished in
any way. For the HR Profession, it is still peer, resilient, and genuine. When making decisions, HR should
be able to foresee the possibilities and dangers the organisation faces, and use this knowledge to guide their
work. As an HR employee/student, it is important to me that NPM ensures that the standards I must meet are
up to par. Following the most recent NPM model reveals the standard maintained in activities, behaviour,
and the overall aspect of the position.

Relationship between Employer and Employee

There is nothing more important to the success of any company than its employees. Employee relations, for
example, is a professional area where people practitioners use management practises to manage people." The
HR department plays a critical role in fostering a positive working relationship between the company and its
employees. If the corporation treats its employees as true contributors rather than paid labour, this can
24
alleviate some of the burden. The breakdown of an employment relationship necessitates immediate action,
as well as preventive measures to prevent this from happening in the future.

An Ethical Way of Life

Additionally, HR in the modern day needs to deal with issues such as benchmarks for maintaining standards
at work, action against discrimination, and the health and well-being of its employees. The duties that come
with this position are inextricably linked to ethics.
People's Role must have a solid basis, clear standards and a high level of clarity, especially for those who are
new to the subject matter of this course. This is evident from the very beginning.

CHAPTER THREE

3.0 METHODOLOGY OF THE STUDY

3.1 Introduction

Methodology components are covered in this chapter, including the study's design, the people it
aims to reach and the tools used to collect the data.

3.2 Study’s Design

A research design is a process for collecting and analysing data, interpreting the results, and
communicating information about the findings (Myers 2008). For a quantitative or qualitative
study, the design can be either one or the other. An interpretive and naturalistic technique is used
when conducting qualitative research, which relies on interviews to acquire data (Rubin &
Babbie, 2010). It is necessary to collect numerical data in order to test statistical hypotheses in
quantitative design (Ary, Jacobs & Razavieh 2002).
According to this study, the impact of human resource management methods on employee
performance in large organisations was examined through a descriptive survey design. When
doing a descriptive study as defined by Polit and Beck (2003), it is necessary to observe, count,
25
define, and classify. It was decided that a descriptive survey was the most appropriate design for
this study based on the definitions, descriptions, and strengths mentioned.

3.3 Study’s Population

A population is defined by Kombo and Tromp (2011) as a group of individuals, objects, or items
from whom samples are taken for analysis. When conducting a study, the researcher is looking
for information about a certain set of people or things. According to Cooper & Schindler, 2011,
Kothari, 2011. Kothari. Kothari. Kothari. According to them, a researcher's research interests
should guide him or her in selecting a population for study. All employees of large corporations
were included in this study's population. It was therefore necessary to select a group of
employees from each sampled company that had previously had a problem with employee
satisfaction or retention.

3.4 Study’s Instrument

This study's data was gathered through the usage of journals, websites, newspapers, government
documents and agencies, as well as Google Scholar. Commitment, Employees, Organizations,
Human, Resource, Practices, Management were the keywords utilised in the search since they
would provide relevant information. The Boolean operator AND/OR was utilised in mix to
empower widened result. Refinement of this was based on the new information that emerged
from the various data sets, while keeping the main phrases in place. Discrepancies were
eliminated and additional inclusion criteria were noted during the review process. Only primary
studies published in English language were utilised as the author is a student in the U.K whose
work was supervised. Likewise, studies on that considered the review keywords and were
conducted within ten years were incorporated, as Up-to-Date data is significant.

3.4.1 Instrument’s Reliability

A study's repeatability and consistency are measured by its reliability. Consequently, it is

possible to run a repeatable study that yields the same results over and over. According to Hayes
(2008), the degree to which measurements are devoid of random error variation signifies the
degree of reliability. A correlation coefficient, known as a "reliability coefficient" when used for
26
this purpose, is the most common way to describe reliability. However, other statistics can also
be used to measure reliability.
For assessing reliability, Pearson and Spearman correlations are two of the most commonly
utilised, with their correlation coefficients ranging from -1.0 to +1.0 and reliability coefficients
likewise varied in this range. A reliability coefficient of +1.0 implies perfect dependability; the
test ranks precisely the same on multiple administrations of the identical questions. Reliability
coefficients of greater than 0 suggest that the test scores received on multiple administrations are
indistinguishable (and therefore perfectly unreliable). In the rare event that a test's reliability
turns out to be negative, it's an indication that something is seriously wrong. On a scale of zero to
one, reliability can be defined as a test's ability to consistently perform as expected. To be
considered reliable, the US Department of Labor recommends the following interpretations of
"acceptable level of reliability": Good: 0.80 to 0.89; 0.70 to 0.79; 0.70-0.79; adequate: 0.70-0.69;
0.69-0.79; may be limited in applicability.
This study used split-half reliability, specifically odd-even splitting, to assess the questionnaire's
trustworthiness. To determine split-half dependability, the total scores for each set were
computed and the correlation between the two total set scores was determined, all of which were
administered to fourteen (14) participants from Co-operative Bank.
Odd-even split-half reliability, according to Metsämuuronen (2002), provides the upper limit of
reliability. Odd-even reliability calculations had a correlation value of 0.874691. According to
the Spearman-Brown prophecy formula, the reliability of the full questionnaire was 0.960573.

3.4.2 Validity of Research Instrument

If a scale accurately measures what it is supposed to, it is said to have high validity (Hayes 2008,
53). Validity is defined by Creswell (2008, 169) as a researcher's ability to derive valid
inferences from a sample of individuals' scores on an instrument. An evaluation of the research
instrument's validity was conducted using content validity. Content validity shows that the scope
of the test is sufficient to assess the attribute it seeks to measure. For testing content validity,
Rudner (1994) suggests the following questions to ask yourself: If so, was it done in a logical
manner to ensure that all relevant traits were covered? How well do the elements on the test align
with one's goals? For the panel of experts that evaluated adequacy, what were their
qualifications?
27
Questionnaires with 14 participants were piloted to see if the study instrument was effective at
measuring what it was intended to measure. Through a thorough assessment of the research
instrument questions with peers and supervisors, the validity of the pilot study was improved the
phrasing of certain questions was changed to better capture the information sought.

3.5 Data Collection Procedure

The secondary data was supposed to be obtained from journals, websites, newspapers,
government documents and agencies, as well as Google Scholar. Notably, this research’s critical
data was obtained from a peer-reviewed journal.

28
3.6 Data Processing and Analysis

In the course of data processing, editing, coding, categorization, tabulation, and visualisation are
all involved (Hall, 2010). It was necessary to edit the data collected for this study in order to
ensure that it was clear and consistent, as well as to ensure that it was accurate. It is common
practise to start with large data sets and work through them step-by-step, applying statistical
techniques as needed to find trends and patterns (Cooper & Schindler, 2011). Statistical software
for social science was used to analyse the collected data (SPSS). An overview of the overall
trend was obtained by analysing the raw data with simple descriptive statistical measures such as
percentages, frequency counts, mean and standard deviation. Description statistics, according to
(Mugenda & Mugenda, 2003), allow researchers to meaningfully describe the distribution of
scores with fewer indicators. We used inferential statistics to look for correlations between the
different variables.
ANOVA and Pearson correlation coefficient were used in this study to investigate whether the
variation in the independent variables explains the observed variance in the outcome. Multiple
regression analysis was used to examine the influence of each independent variable (recruitment
and selection practises, training and development practises, performance management systems
practises, and organisational communication practises) on employee performance in the
organisation.
The following is the Regression Model used
in the study;
Y = β0 + β1X1 + β2X2 + β3X3 + β4X4+ε

Where:
Y = Dependent Variable

β0 = Constant term

β1 = Coefficient for the first independent variable

β2= Coefficient for the second independent variable

29
β3= Coefficient for the third independent variable

β4= Coefficient for the fourth independent variable

𝜀 = Error term

30
 CHAPTER FOUR
4.0 RESULTS
4.1 Introduction

The data that was gathered and the conclusions that were reached are summarised in this chapter.
The research focused on the impact of HR practises on the performance of employees in large
corporations. It will provide a detailed account of the results and outcomes of the research
project. The secondary data was obtained from a research project by Hee, Ong C., and Koh R.
Jing. "The Influence of Human Resource Management Practices on Employee Performance in
the Manufacturing Sector in Malaysia." International Journal of Human Resource Studies,
vol. 8, no. 2, 2018. The is analysed as follows.

4.2 Reliability
Ninety percent of the intended sample responded, which is more than half. This ratio was judged
to be adequate by the researcher for the analysis of data and the interpretation of findings.
According to Coopper and schindler (2011), return rates above 50% are appropriate to evaluate
and publish, 60 percent is good, 70 percent is very good, and beyond 80 percent is exceptional.

4.3 Sample Characteristics

In order to fill out the questionnaires, participants had to provide details about their personal
and professional backgrounds, including their gender, age group, educational attainment, length
of time at their current job, and position within the company. The following are the opinions
expressed:

4.3.1 Respondent’s Distribution by Gender

In order to determine the nature of the workplace and thus the level of employee satisfaction,
one of the most important factors is gender. As a result, it was included in the research. If both
genders were included in the study, then it was necessary to find out if there were differences or
similarities in the answers given to some or all of the questions by both sexes.

31
The results were presented in table 4.1.
Table 4.1 Respondent’s Gender Distribution

Categories Responses Percentage (%)

Male 53 56.4
Female 41 43.6
Total 94 100

Table 4.1 shows the gender orientations of participants. As a result, 53.4 percent of the bank's
employees were male compared to 43.6% of its female staff members interviewed. A gender
balance among bank employees, then, seems to have been achieved to some degree. As a result,
the findings are inclusive of both genders' perspectives on the research questions. .

4.3.2 Age Distribution of Respondents

Q The age distribution of respondents was also a part of the demographic information sought in
the study. Table 4.2 shows the results of the investigation.

Table4.2 Bank Employees' Age Distribution

Age Bracket Frequency Percentage (%)
Below 25 7 7.45
25 – 35 50 53.19
36 – 46 35 37.23
Above 47 2 2.13
Total 94 100

According to Table 4.2, the majority of the bank's employees were between the ages of 25 and
35. This was followed by 35 (37.23 percent) who were between the ages of 36 and 46, followed
by 7 (7.45 percent) who were under the age of 25, and the remaining 2 percent were between the
ages of 47 and 48. (2.13 percent). 96.4 percent of the bank employees surveyed were between the
ages of 25 and 46, which indicates that most of the people surveyed were either youth or young
adults.

32
4.3.3 Respondents Academic Qualification
The study sought to establish the academic qualification of the respondents.
The responses were presented in table 4.3.

Table 4.3 Bank employees’ educational background

Level of education Frequency Percentage (%)
Ph.D 0 0
Masters 16 17
Bachelor’s Degree 53 56.4
Diploma 25 26.6
Others 0 0
Total 94 100

Table 4.3 provides information on the academic qualifications of bank workers. There were 53
bank employees who had a Bachelor's degree as their highest level of education, followed by 25
who had a diploma and 16 who had a Master's degree (17 percent). Further investigation
revealed that none of the bank employees who had been interrogated had a doctorate in banking.

4.3.4 Respondents Duration at the Current Station

The duration of service at the current station was also sought as part of the study's demographic
information. Table 4.4 contained the findings.
Time spent at the current location is shown in the following table.
Duration Frequency Percentage (%)
Less than 1 Year 11 11.7
1-3 26 27.7
4-6 41 43.6
Above 7 16 17
Total 94 100

Most of the bank's employees, 43.6 percent of the workforce, have worked in their current
location for at least four years, according to Table 4.4. There were 26 people in this group who
had been there for less than three years (27.7 percent). More than one year's worth of service
accounted for 17% of the total, while less than one year's worth of service accounted for 11%.
33
(11.7 percent).

4.3.5 Respondents’ Rank Distribution

Respondent rank distribution was another aspect of their demographic data that was gathered as part of the
research. Table 4.5 shows the results of the investigation.
Table 4.5 Distribution of the Ranks

Rank Frequency Percentage

Management 17 18.2
Middle Level 18 19.4
Low Level 58 62.4
Total 94 100

Data Table 4.5 lists the various levels of authority held by bank employees. It turned out that the
average age of the participants working in management was 17 years old (18.2 percent). Branch
managers, operations managers, and credit managers all fell within this category. In comparison
to the management level, the number of middle-level employees was split 18 to 1. (19.4 percent).
Supervisors of the lowest levels of the organisation, such as assistant operations managers and
senior credit officers, were included (62.4 percent). Loan clerks, tellers, and loan officers all fall
into this category.

4.4 Empirical Findings using Descriptive Statistics

A descriptive analysis of the four research objectives in relation to employee performance at the
organisation is provided in this part. Each of the four objectives had specific questions meant to
elicit responses on how they affected the performance of employees. This study invited 104
employees to participate. The research includes 94 completed questionnaires with a response rate
of 90%. Analytical results are presented in the table below.

4.4.1 Recruitment and Selection

34
Human resource management methods such as recruitment and selection have a significant
impact on employee performance. Recruitment and selection are depicted in the following tables:
4.6; 4.7; 4.8; 4.9; 4.10; 4.11; 4.12; and 4.13. Table 4.9 shows how these processes affect
performance.

Table 4.6 Biased Recruiting Distribution Measure

Help in Getting Employed Frequency Percentage

Yes 1 98.94
No 93 1.06
Total 94 100

The majority of the Respondents (98.94 percent) indicated that they had not been given
preferential treatment in the recruitment section process. Workmate-to-workmate job-search
assistance in table 4.7

Assistance for a coworker in finding a job Frequency Percentage

Yes 10 15.64
No 84 84.36
Total 94 100

There were 84 people who said they had no personal knowledge of anyone who had been hired
as a result of bias (89.36 percent). Only 10 of the respondents (10.1%) stated that they had
worked with someone who had been hired using a biased method.

35
Table 4.8 The requisition distribution measure

Requisition by Managers at the Branch level Frequency Percentage

Yes 88 93.6
No 6 6.4
Total 94 100

88 respondents (93.6 percent) said that branch-level requests are used to assess staffing needs,
when asked if hiring decisions are based on consolidated requisitions from several branches.

Table 4.9 Quality, target, timeliness, and output distribution measures

Factor (SA (5) A (4) NS (3) D (2) SD (1) MEAN S/DEV

Products & Services Quality 78 13 1 0 2 4.8 0.68
Recruitment Policy 15 14 22 41 2 2.9 1
Production Targets 70 22 1 0 1 4.7 0.60
Staff Output 74 17 0 0 3 4.8 0.40
Timeliness 74 19 1 0 0 4.8 0.44

Key: SA - Strongly agree, A- Agree, NS-Not sure, D - Disagree, SD - Strongly disagree

Table 4.9 shows that recruiting and selection processes have an effect on the quality of the
products and services delivered, with a mean of 4.8 and a standard deviation of 0.68 (see the full
data in this section). Most of the respondents (mean=2.9) disagreed with the presence of a
recruitment policy that is closely adhered to, with a standard deviation of 1. Having the proper
people in place leads to a standard deviation of 0.60 and a mean of 4.7. With a mean score of 4.8
and a standard deviation of 0.40, a large proportion of respondents agreed that proper recruiting,
selection, and placement methods promote maximum productivity from employees. As far as
timely service delivery is concerned, a large majority of respondents agreed, with a mean score
of 4.8 and a standard deviation (SD) of 0.44, respectively (standard deviation).

36
Table 4.10 Newspaper Ad Distribution Metrics

Newspaper Ads Frequency Percentage

Yes 83 88.3
No 11 11.7
Total 94 100

In this survey, 83 people (88.3 percent) said they believed newspaper ads were used to recruit
new employees, while 11 people (1.1 percent) disagreed (11.7 percent).

Table 4.11 Website Advertising Distribution Metric.

Website Advertising Frequency Percentage

Yes 91 96.8
No 3 3.2
Total 94 100

Website advertising was also mentioned, with 91 (96.8%) agreeing and just 3 (3.2%)
disagreeing.

37
Table 4.12 The Recruitment Agency Distribution Measure

Recruitment Agency Frequency Percentage

Yes 79 84
No 15 16
Total 94 100

79 respondents (84 percent) believed that a recruitment agency was used for recruitment
purposes while only 15 respondents (16 percent) disagreed.

Table 4.13 Other Methods’ distribution measures

Other Methods Frequency Percentage

Yes 8 8.5
No 86 91.5
Total 94 100

Finally, just 8 (8.5 percent) of those polled thought that other tactics were utilised in addition to
the ones stated above, while the other 86 (86 percent) agreed (81.5 percent ). This shows that
headhunting or recruiting and selection malpractices exist, albeit in a small number of cases.

4.4.2 Training and Development

Individuals, teams, and entire companies benefit from employee training and development.
There were a number of pertinent questions posed in this study that covered a wide range of
training and development topics. Tabulations 4.14 through 4.18 provide an overview of the
findings from the survey respondents.

38
Table 4.14 Training and Production Opportunities Distribution Metrics

Selection for Training Frequency Percentage

Yes 55 58.51
No 39 41.49
Total 94 100

Only 39 respondents (41.49 percent) answered that they had never been picked for a training
programme, whereas 55 stated that they had been selected for a training programme (58.51
percent).

Table 4.15 Enhanced Productivity Distribution Measure

Enhanced Productivity Frequency Percentage

Yes 92 97.87
No 2 2.13
Total 94 100

A majority of those polled (92 out of a possible total of 92, or 97.87 percent) agreed that more
training was necessary for employees to achieve higher productivity, while only 2 disagreed
(2.13 percent ).

39
Table 4.16 Trainings approval Distribution Measure

Trainings Congruent to PMS Result’s Frequency Percentage

Yes 91 96
No 3 4
Total 94 100

With regard to whether or not training approved by the top management addresses the skills gaps
revealed in performance evaluation results, 96.8% of the respondents agreed.

Table 4.17 Efficiency, Opportunity, Improvement, and Quality Distribution Metrics

Factor SA (5) A (4) NS (3) D (2) SD (1) MEAN S/DEV

Operational Efficiency 80 12 0 0 2 4.8 0.65

Training Opportunities 9 10 15 55 5 2.6 1
Performance Improvement 61 30 1 0 4 4.5 0.72
Products & Services Quality 64 27 2 0 3 4.6 0.72

As shown in Table 4.17, training and development help employees improve their ability to
perform their duties and learn new skills. A mean score of 4.8 and a standard deviation of 0.65
demonstrate this. A lack of training and development opportunities (mean = 2.6, standard
deviation = 1) means that not all employees are treated equally. A large majority of respondents
(mean=4.5) and a standard deviation of 0.72 agreed that additional training can motivate an
employee to improve their performance. Training and development initiatives have an impact on
the quality of an organization's products and services (mean = 4.6; standard deviation = 0.72),
according to a majority of participants.

40
Table 4.18 Training & Output Distribution Measure

Further training boosts morale as well as quantity of output Frequency Percentage

Yes 90 95.7
No 4 4.3
Total 94 l00

Ninety-five percent (95.7 percent) of survey participants believed that training in motivation
would be necessary for them to contribute to increased productivity in terms of output quantity,
while only four participants were of the opposite opinion (4.3 percent).

4.4.3 Performance Management System

Employee productivity rises when a company implements a performance management system. Tables
4.19, 4.20, and 4.21 summarise the participant's views on the matter.

Table 4.19 Performance appraisals exercise Distribution Measure

performance appraisals are conducted Frequency Percentage

Yes 89 94.7
No 5 5.3
Total 94 100

In total, there were 89 out of the 94 participants who said they completed a performance
evaluation process (94.7 percent ).

41
Table 4.20 Processing of performance appraisals Distribution Measure

Performance appraisals are finalized at headquarters Frequency Percentage

Yes 87 92.6
No 7 7.4
Total 94 100

92.6 percent of the respondents agreed with the assertion that performance evaluation results are
consolidated and sent to the headquarters for further processing.

Table 4.21 Distributions for Corrections, Targets, Measurement, Feedback, Pay Package, and
Competence Development.

Factor SA (5) A (4) NS (3) D (2) SD (1) MEAN S/DEV

Corrective Measures 20 69 2 0 3 4.1 0.72

Set Targets 16 65 3 7 3 3.89 0.89
Performance Measure 20 60 4 6 4 3.91 0.95
Feedback 9 18 19 45 3 2.84 1
Pay Package 9 9 5 62 9 2.44 1
Competency 63 15 10 0 6 4.3 1

The Remedial measures are conducted after every appraisal cycle with a mean of 4.1 and
standard deviation of 0.72, according to the data of table 4.21. Those who agreed with the
performance management system's role in assisting employees in achieving their goals took the
largest share, with a mean of 3.89 and a standard deviation of 0.89. Performance evaluations are
required for assessing an employee's performance, according to a large majority of the
respondents, who scored a mean of 3.91 and a standard deviation of 0.95. Every time an
employee's performance is evaluated, their superiors don't provide them with detailed and
accurate comments. As measured by the average value and the standard deviation, this facet

42
scored 2.84. With a mean of 2.44 and standard deviation of 1, the data show that the
compensation package for employees includes basic pay as well as commissions, bonuses,
promotions, and other fringe perks. The majority of respondents believed that a performance
management system helps employees become more competent, with a mean of 4.3 and a
standard deviation of 1.

Table 4.22 Impartial PMS Distribution Measure

Existence of unbiased PMS Frequency Percentage

Yes 37 39.4
No 57 60.6
Total 94 100

37 (39.4 percent) of the 94 respondents stated that their employer had implemented a
performance management system that was not skewed in their favour. However, 57 out of 60.6%
of employees felt that their company's performance management system (PMS) was unfair
because it was not merit-based.

4.4.4 Organizational Communication

An organization's members and employees can respond to and implement the organization's goals and
coordinate its activities more easily when it uses organisational communication to share information about
the job. Tables 4.23, 4.24, 4.25, and 4.26 present the respondents' perspectives on the impact of
organisational communication on employee performance.

43
Table 4.23 Information Access Distribution Measure

Information concerning job is accurate, clear & consistent Frequency Percentage

Yes 34 36.2
No 60 63.8
Total 94 100

34 (36.2 percent) of respondents said they were satisfied with the accuracy, clarity, and
consistency with which they were provided with information about their jobs, while 60 percent
said they were not (63.8 percent).

Table 4.24 unhindered access Distribution Measure

Unhindered access to discuss job issues with supervisors Frequency Percentage

Yes 40 42.6
No 54 57.4
Total 94 100

In addition, 40 (42.6 percent) of those surveyed said they felt free to discuss work-related issues
with their superiors, whereas 54 (54 percent) said they didn't feel free to do so (57.4 percent).

44
Table 4.25 The distribution meaureof an organization's communication policies

Organizational communication Policy in Place Frequency Percentage

Yes 4 4.3
No 90 95.7
Total 94 100

95.7 percent of the participants in the survey stated that their employer had not established a
clearly defined policy on how and where employees should communicate with each other.

Table 4.a distribution metric for measuring productivity, communication with higher levels
of management, and the competence of employees.

Factor SA (5) A (4) NS (3) D (2) SD (1) MEAN S/DEV

Enhanced Productivity 60 23 - - 11 4.3 1

Upward Communication 4 11 24 48 7 2.5 0.95
Precise Communication 5 17 12 57 3 2.6 0.99
Timely Communication 5 17 14 54 4 2.6 1
Staff Competency 73 13 2 2 4 4.6 0.97

Table 4.17 shows that an increase in productivity of 4.3 percent with a standard deviation of one
is associated with an open flow of information within the organisation. The average number of
times that ideas from the workforce are forwarded to upper management is 2.5, with a standard
deviation of 0.95. Similarly, the majority of daily information received by employees was not
comprehensive, accurate, concise, or clear (mean=2.6; standard deviation=0.99). This is a
problem across the board. There was a mean score of 2.6 and a standard deviation of 1 among
those who felt they did not get the information they needed to do their jobs on time. The majority
of respondents agreed with the assertion that greater access to information results in more
qualified employees, with a mean score of 4.6 and a standard deviation of 0.97.

45
4.5 Correlation Analysis

As shown in Table 4.27, Pearson correlation coefficients were used to examine the relationship
between the independent and dependent variables. One of the most commonly used statistical
tools for measuring correlation is Pearson's correlation coefficient (Pearson's R). (-1 r +1) is the
design constraint for r in a sample, which is denoted by r. For positive linear correlation, a value
of +1 indicates a strong correlation; for negative linear correlation, a value of -1 indicates a weak
correlation; for zero, there is no correlation.

46
Table 4.27: Pearson Correlation Coefficient
Training
Recruiting Managemen Commuicati Employee
and
and developme t systems on practisese Performance
selecting nt
employees
Recruiting Pearson
and selecting Correlation 1
employees
Sig. (2-tailed)
N 94
Training and Pearson
development Correlation .648(**) 1

Sig. (2-tailed) .000

N 94 94
Management Pearson
systems Correlation .846(**) .804(**) 1

Sig. (2-tailed) .000 .000

N
94 94 94

Pearson
communicatio Correlation .854(**) .861(**) .968(**) 1
n practices
Sig. (2-tailed) .000 .000 .000
N 94 94 94 94
Employee Pearson
Performance Correlation
.837(**) .701(**) .625(**) .820(**) 1

Sig. (2-tailed) .000 .000 .000 .000

N 94 94 94 94 94
** Correlation is significant at the 0.01 level (2-tailed).

When the probability value is less than or equal to 0.05, the correlation is deemed significant by
Pearson's correlation coefficient (r) and p-value analysis. A high positive correlation can be
shown between all of the independent variables
(recruitment/selection/training/development/performance management systems/organizational

47
communication practises) and the dependent variable (organisational communication) in Table
4.19. (Employee performance in commercial banks). The strongest positive connection (r =
0.837, P0.05) was found between recruitment and selection methods and corporate
communication practises (r = 0.820, P0.05). Following this, there was a high positive
association (r = 0.701) between training and development practises. It had a positive connection
(r=0.625, P0.05) with performance management systems practises.

4.6 Multiple Regression Analysis

The term "multiple regression analysis" refers to a collection of methods for examining the linear
relationships between a number of different factors. As a means of determining what kind of
correlation exists between the independent variables, such as recruitment and selection, training
and development, performance management systems, and organisational communication,
multiple regression analysis was used.
As can be seen from the model summary, the adjusted R square was 0.759, indicating that the
independent variables, such as recruitment and selection practises, training and development
practises, performance management system practises, and organisational communication
practises, account for 75.9% of the variation in employee performance at commercial banks.
Other factors unrelated to the study are to blame for the remaining discrepancies.

Table 4.28: Model Summary

Std. Error of the

Model R R Square Adjusted R Square Estimate
1
.903(a) .816 .795 .41713

48
a Recruitment and selection practises, training and development practises, performance
management systems and organisational communication practises all serve as predictors
(because they are constant).)
The correlation coefficient, abbreviated as R, measures the strength of the link between two
variables in a research study.
Table 4.29 contained the model coefficients.

Table 4.29: Coefficients (a)

Unstandardized Standardized
Model Coefficients Coefficients t Sig.
Std. Std.
B Error Beta B Error
1 (Constant) 5.049 2.612 1.933 .004
Recruitment and selection
2.568 .153 .540 16.798 .000
practices (x1)
Training and development
.491 .128 .015 .385 .000
practices (x2)
Performance Management
.362 .155 .009 .235 .015
Systems practices(x3)
Organizational
communication 1.117 .027 .140 4.390 .000
practices(x4)
a Dependent Variable: performance of employees in the organization. This is
how the Regression model was created;
Y = 5.049 + 2.568X1+ 0.491X2 + 0.362 X3 + 1.117 X4 + ε where:
Y = Dependent variable (employee performance in the organisation)

X1 = Recruiting and selecting employees

X2 = Training and development practices
X3 = Performance Management systems

X4 = communication practices
49
𝜀 = Error term
As shown in table 4.29, all of the independent variables had a significant effect on the dependent
variable. Recruitment and selection practises had the greatest impact on the performance of
employees in the organisations (=2.568). This means that for every positive change in
recruitment and selection practises, the performance of employees would improve by a factor of
2.568. There followed organisational communication practises with a factor of 1.117, meaning
that the performance of employees positively changed by a factor of 1.117 and vice versa if
organisational communication practises were changed by one positive unit. Training and
development practises and performance management system practises had the least impact on
employee performance, with a factor of 0.491 and 0.362, respectively. To put it another way, at
the 5 percent significance level, a unit positive change in training and development practises and
performance management practises would have a positive impact on employee performance.

4.7 Analysis of Variance (ANOVA)

One way to test the hypothesis that two or more population means are not different is to conduct
an analysis of variance (ANOVA) (usually at least three). ANOVA was used in this study to
examine the model's significance. This was done to see if the observed variation in the outcome
could be explained by variation in the independent variables. Table 4.29 summarised the findings
(b).

50
Table 4.29: ANOVA(b)

Sum of Mean
Model Squares Df Square F Sig.
1 Regression 43926.366 4 10981.591 85.543 .000(a)
Residual 117591.185 916 128.375
Total 161517.550 920
a a set of constants Recruitment and selection practises, training and development practises,
performance management systems and organisational communication practises all serve as
predictors (because they are constant).)

b Dependent Variable: Performance of employees

Table 4.22 shows that the F-value for regression is 85.543, which is statistically significant at 0.000. At a
95 percent confidence level, the regression model predicts the relationship between the dependent variable
and the independent variables with high accuracy.

51
 CHAPTER FIVE
5.0 DISCUSSION
5.1 Introduction

This chapter discusses the findings that show how human resource management practises have a
direct impact on employee performance in major companies. General and specific findings are
identified, as well as interpretations of those findings and comparisons to prior research in the
same field are made. Finding, recruitment and selection, training and development as well as
performance management systems are all part of the process.

5.2 Research Findings

These four variables all had an impact on an employee's output, but to varying degrees and with
some aspects of the variables being key while others were either minor or ineffective, depending
on how important they were.

5.2.1 Selection and Recruitment in Relation to Performance of Employees

The first objective of this study was to examine the impact of recruitment and selection on
employee performance. In order to accomplish this goal, the researcher used a descriptive
approach to study the most prominent organisations. There is a strong correlation between
employee performance and recruitment and selection, according to the study's findings.
Employer selection criteria have a significant impact on employee performance, especially the
theory of universalistic perspective. These findings are in agreement with previous research.
Recruitment is one of the practises that Pfeffer (1998), a proponent of this theory, referred to as
"putting in a lot of resources to recruit the right people in the first place" in a list of seven
practises that constitute "best practises."

52
Prior research has supported the findings of this study on recruitment and selection. "The Effect
of Recruitment and Employee Selection on Employee Placement and its Impacts towards
Employee Performance at PT Sriwijaya Air" was the title of a study by Sarinah, Gultom & Ali
(2016). Path analysis was used in the research. Recruitment and selection variables have a
significant impact on the placement of employees, according to the findings. Employee
placement is also a significant factor in employee performance. In contrast, there is a single
recruitment factor that has a significant impact on employee performance. When it comes to
employee performance, recruitment is the only variable that has a direct impact, while selection
and placement of employees have no effect.
There are several ways in which this study's findings differ from the current research in terms of
its findings. A transport industry researcher and a banking industry researcher were both
involved in this study. In contrast to the findings of (Sarinah, Gultom & Ali 2016), which found
that only recruitment has a direct impact on employee performance, the current study found that
recruitment and selection, accompanied by proper placement, ensure maximum output from
staff. Different data analysis methods and research topics could account for these discrepancies.
For example, the current study assumes that the logical sequence of filling a post is recruitment
followed by selection, which automatically determines where the new recruit should be placed.
This study did not assume this assumption. Recruitment and selection were not considered in the
earlier research because it was assumed that the process of placement could happen without
them.

5.2.2 Employee Training Development in Relation to Performance

Secondly, this study sought to examine the impact of training and development on staff
productivity. In order to accomplish this goal, the researcher conducted a descriptive
investigation of the organisations. Employee performance was strongly linked to training and
development in both the descriptive and inferential analyses. According to the AMO theory, HR
practises should foster the ability, motivation, and opportunity to participate in and contribute to
organisational performance and that people perform well when they are able to do their job using
the skills and knowledge they have and that is affected by the extent of incentives they receive.
These findings support this theory." Among HR methods that appear to be universally
applicable, training and employee engagement in decision-making have been found to work well.
53
(Tzafir, 2006) Consequently, the findings show that the universalistic theory is a sound one.

The information presented here has been corroborated by other studies and people's experiences.
Using a descriptive and explanatory approach and convenience and referral sampling,
(Muhammad & Aiman, 2015) investigated the effect of training and development on the
performance level of employees working in Pakistani banks. In SPSS, frequency tests and bar
charts were used to examine the response rates. Most of the employees agreed with the item
statements, making it clear that training and development had a positive impact on their job
knowledge, work quality and quantity, functional skills, and their motivation and loyalty, all of
which are linked to their performance in some way. As a result, the study's findings suggest that
employee performance in organisations benefits from training and development.
This study's findings are similar to those of the current study in some respects, but it is important
to note that the current study shows that training and development had an overall positive impact
on employee performance, including job knowledge, quality and quantity of work, functional
skills and motivation and loyalty, despite the fact that some of these factors had previously been
shown to be negatively affected.

5.2.3 Performance Management Systems in Relation to Employee Performance

The study also sought to find out whether performance management systems had an effect on
employee performance. The researcher used a descriptive study to accomplish this goal. There is
a strong correlation between performance management systems and employee productivity,
according to the descriptive and inferential analysis of the data. However, this only occurs if the
PMS is properly designed, the results of the evaluations are communicated, and the employee
shortfalls are addressed through relevant trainings. There is a strong connection between training
and development initiatives, organisational communication, and the PMS. In the configurational
approach theory, the most important stipulation is that human resource practises perform best
when they are part of a "bundle." Similarly, (Delery and Doty, 1996) detailed appraisal measures
as one of seven practises that they said should be adopted by all organisations on a consistent
basis.
Employee productivity in commercial banks in Turkana County, Kenya was studied by
Kipsegerwo, Kimutai, and Kimani (2016), who used a descriptive survey design and performed
54
both descriptive and correlation analysis on their data. Performance appraisal, training and
development, and reward systems were all found to have an impact on employee output in the
study. Policymakers and banks were advised to assure performance evaluations, training, and
development, as well as an incentive system for staff in order to boost productivity. In contrast to
the previous study, which focused on training and development, the current one examines PMS
as a unique activity. The rewards system is not considered a component of the PMS exercise in
the current research. The earlier study, on the other hand, took into account all of the banks in
Turkana County, Kenya, thus had a broader reach. Both studies agree, however, that the
performance management system affects employee performance, with the present study noting
that PMS as a whole influences performance and the prior study citing three parts of PMS
process that influence performance. Differences in focus regions between the two studies could
explain some findings.

5.2.4 Communication at the Organisattion in Relation to Employee Performance

This study also examined the impact of organisational communication on employee productivity.
To accomplish this goal, the researcher used a descriptive approach to study the organisations
under investigation. The study found a strong link between organisational communication and
employee performance, both in the descriptive and inferential analyses. This supports the theory
of a universal perspective. "A willingness to share information" is one of the practises listed by
Pfeffer (1998), a proponent of this theory, in a list of seven "best practises" for human resources
management (HRM). "Good internal communications" was a term used by the AMO theory to
describe one of the high-performance work systems.
In the past, experts have come to similar conclusions through their own study. "Effect of
Communication on Employee Performance at the Ghana Revenue Authority, Kumasi, a Case
Study of GRA," by Otoo (2015), employed simple random sampling and in the analysis of data
used mean, correlation, and regression analysis. Among the most common methods of
communication were face-to-face, phone calls, written notes, email, and grapevines. Employees
at the GRA, on the other hand, did well. Distraction, time pressure, communication overload,
information distortion, rationalisation, and prejudice were highlighted as impediments and
failures in communication systems. Employee performance was found to be linked to a variety of
metrics of successful communication in the workplace. The study found that if bottlenecks in the

55
communication systems were either eliminated or kept to a minimum, employee performance
could be significantly boosted. Management and staff must work together to remove information
distortions produced by omissions and exaggerations if they are to increase communication
clarity.
Despite the fact that both studies used the same data analysis methods, the focus of their research
was very distinct. This explains why the study results are so diverse. As opposed to the earlier
study, which focused on commonly used communication methods, communication barriers, and
ways to overcome communication breakdowns, the current investigation examined the
effectiveness of the organisational communication system and the impact it has on employee
performance. Regardless, both studies came to the same conclusion: Employee performance is
strongly influenced by the quality of an organization's communication.

56
 CHAPTER SIX

6.0 CONCLUSIONS AND RECOMMENDATIONS

6.1 Introduction
From the findings, this chapter provides policy, practise, and academic recommendations.
Sections 6.2 and 6.3 are devoted to conclusions and recommendations, respectively.

6.2 Conclusions
Newspaper ads, websites, and recruitment agencies are the three most popular ways to advertise.
Recruiting practises that are not based on merit are rare, but when they do occur, it's usually
because of unethical head hunting or outright bias. Job requirements, job specifications, and
academic and professional qualifications should be considered during initial recruitment and
career progression in some organisations that lack a specific service plan. When it does exist, it is
poorly communicated, particularly among lower-level employees. Proper hiring has a direct
impact on the quality and timely delivery of products and services. As a result, individuals meet
their personal goals, which in turn helps the company meet its overall goals. In order to get the
best out of your employees, you need to make sure they're placed in the roles for which they are
best suited.
Performance appraisals identify skills gaps, and training and development programmes fill those
gaps, resulting in better operational skills and knowledge for employees. Developing new or
additional abilities reduces the likelihood of mistakes, resulting in better-than-average products
and services. Employee morale is boosted by training opportunities because they see them as a
sign that their employer cares about their professional development. Increased output is generally
a result of this. Specifically, training opportunities are not distributed fairly, with some
employees in the same position training more frequently than others. This shows blatant
discrimination in the distribution of training opportunities, which is a recipe for poor
performance by the neglected employee due to a lack of motivation and an unaddressed skills
gap.

57
Improved employee performance results from implementing a performance management system.
As a result of the appraisal process, employees' skills gaps are revealed. Often, remedial
measures are taken by conducting relevant trainings, which in turn improves employee
competence. Quite surprisingly, most banks conduct performance evaluations. However, the vast
majority of lower-level employees find it unfair and biased. It is difficult for workers to receive
accurate feedback following each performance review. Pay packages are not based on the results
of performance evaluations.
Employee productivity rises when they have unrestricted access to and exchange of information.
This is due to the fact that employees are given timely directives, receive timely feedback, and
are free to voice their concerns and innovative ideas to their superiors. A company's production
capacity is increased when its employees work together to improve their performance. The
communication between supervisors and subordinates is not accurate, clear, or consistent. There
is a lack of clarity in supervisors' instructions. Strict hierarchical relationships between managers
and subordinates have stifled the upward communication channel. In light of this, it appears that
many banks lack a sound communication strategy or do not have one at all.

6.3 Recommendations
This research study sought to evaluate the impact of human resource management practises on
organisational commitment of employees. The following are the most important findings from
each of the study objectives.

6.3.1 Recommendation for Policy

With regard to human resource practises in selection andrecruiting, training and

employee development, performance management, and organisational communication, it is the
government's responsibility to design policies to combat these behaviours. For example, a
company's insolvency may result from poor communication practises such as a lack of
performance monitoring, lacklustre hiring and onboarding procedures, and insufficient training.
A lot of progress can be made with this.

58
It is imperative that the business and corporate association work together to develop an industry-
specific service plan and proactively engage with the relevant authorities to ensure that all
organisations adhere to a consistent communication policy. They should organise regular training
opportunities for the banking public on current issues and global trends to educate them on the
latest developments in the industry. As a result, they will be better able to compete in the global
market, as well as to improve their own performance.

6.3.2 Recommendation for Practice

Recruiting and advancement should be based on merit, and HR should make sure this is done by
establishing a system of service that outlines job requirements, job specifications, and academic
and professional qualifications. A manager's job is to ensure that employees are placed in
positions that are best suited to them, taking into consideration their individual strengths and
weaknesses. For today's banking issues, regular training programmes are necessary, and the
training opportunities should be equally distributed. The human resources departments of
companies should conduct annual reviews of employee performance, provide detailed and
accurate feedback following each review, and take corrective measures following each review. If
a performance management system is to be considered meaningful, employees must be made
aware of its importance and rewarded for their efforts. The HR management should implement a
sound communication policy that ensures that the interpersonal communication between
supervisors and subordinates is accurate, clear, and consistent after dismantling the high-
authority relationship between juniors and supervisors.

59
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