Strategic Human Resource Management Practices and Organisational Performance: A Case of the National Assembly of Zambia

Abstract

The premise of human resource management practices is that an organisation's most important resource is its people, and that its performance depends heavily on them. For human resource management to have a meaningful impact on organisational performance, an appropriate range of human resource policies and processes must be developed and effectively implemented. Strategic human resource management is an approach that defines how the organisation's goals are achieved by its employees through human resource policies and practices that are integrated with the human resource strategy. Strategic Human Resource Management's growing popularity is primarily due to its clear commitment to improving organisational performance. However, studies on the linkage between strategic human resource management practices and organisational performance that have been carried out in the African perspective, are very few especially in a public organisation. The purpose of this study was to examine the impact of strategic human resource management practices on organisational performance. The study was conducted at the National Assembly of Zambia which has its presence in all the one hundred and fifty-six (156) Constituencies through Parliamentary Constituency Offices. The study utilised quantitative research method. Data was collected from the study participants using a questionnaire. Collected data was analyzed using descriptive statistics and statistical inference (Pearson Correlation Coefficient and Multiple Regression Analysis). The Pearson Correlation Coefficient was used in order to find out the relationship between the variables and the Multiple Regression Analysis was used in order to find out the impact of independent variables on the dependent variable. The hypothesis test results revealed that there was a relationship between all human resource management practices

Employee Performance Improvement through Strategic Human Resource Management, Burn Out and Work Ability with Intention to Leave as Intervening Variable on PT. Susanti Megah, Surabaya

“…Evidence results in a hypothesis. This at a time confirms the results of research that has been conducted by Kenani Phiri, Jackson Phiri (2022), as well as Ichsan et al (2020). According to Mathis and Jackson (2008), Strategic Human Resources Management (SHRM) is an approach to taking decisions about intentions and plans related to organizations with policies, programs, and practices in connection with work, recruiting, learning and development, management performance, rewards, and employee relationships.…”

Human Resource Management in Education: A Systematic Review

“…the addressing bias and discrimination, Phiri and Phiri [16] examined the importance of strategic human resource management practices in fostering organizational performance, emphasizing the need for inclusive practices to address bias and discrimination. They argued that promoting diversity and inclusion in recruitment and retention efforts not only enhances organizational effectiveness but also contributes to a positive organizational culture and reputation.…”

“…Phiri and Phiri [16] discussed the significance of strategic human resource management practices in enhancing organizational performance, emphasizing the importance of accommodating diverse needs. They argued that embracing diversity and implementing inclusive policies not only attracts a wider pool of talent but also fosters a supportive work environment where all employees feel valued and respected.…”

“…Moreover, Phiri and Phiri [16] examined strategic human resource management practices and organizational performance, highlighting the role of regular feedback mechanisms in driving performance improvement. They suggested that educational institutions should establish structured feedback processes that enable managers and employees to engage in meaningful discussions about performance goals, expectations, and progress.…”

“…Regarding the recognition and rewards programs, Phiri and Phiri [16] discussed strategic human resource management practices and organizational performance, emphasizing the role of recognition and rewards programs in motivating employees and driving performance. They suggested that educational institutions should implement formalized programs that recognize and reward employees for their outstanding performance, innovation, and dedication to achieving organizational goals.…”