Organisational Values and Firm Effectiveness: Intervening Role of Strategic Human Resource Management (Published)
The study aimed to investigate the effect of organisational values on firms’ effectiveness using strategic human resource management (SHRM) as a mediating variable. The design for the study was descriptive, and the approach was quantitative. A questionnaire was administered to solicit data from 344 participants. Descriptive statistics, correlation and multiple regression analysis, were done to ascertain the averages, relationships and effects of the independent variable (organisational values) on the dependent variable (firm effectiveness). The study revealed corporate values’ positive and significant effect on firm effectiveness. Besides, strategic human resource management practices mediate the relationship between organisational values and a firm’s effectiveness. The implication is that firm leaders who prioritise corporate values win employees’ trust, enthusiasm and commitment and can manage them strategically to achieve firm effectiveness. The interplay of organisational values, strategic human resource management, and firm effectiveness in a single study, especially in Ghana and in the institutions of higher learning context, makes this study unique. Besides, most studies on values and a firm’s effectiveness have been explorative and carried out primarily in developed economies.
Keywords: Effectiveness, Human resource, Management, Organizational, strategic, values
Evaluating the Influence and Implications of Strategic Human Resource Management on Organisational Effectiveness of Banks in Kurdistan Region of Iraq (Published)
This study examines the extent in which Strategic Human Resources Management (SHRM) influences the organisational effectiveness of banks in Kurdistan Regional Government (KRG). The study attempts to identify some of the problems affecting Banks’ effectiveness. A total of 93 questionnaires were distributed to one local private bank (Kurdistan Bank), one local public or state-owned bank (Zagros Bank) and one internationally owned bank (Abu Dhabi Bank). Of the above number, 74 questionnaires were successfully retrieved and the results were analysed using SPSS 22. The results from the study showed that most of the variations in organisational effectiveness that are attributed to changes in (SHRM) are observable in the public or state-owned banks. The results also showed that most SHRM practices are insignificant in the context of individual banks but more significant in the context of all banks. Furthermore, it was observed that performance systems have a negative effect on private and internationally owned banks. The conclusion drawn from the study is that the effects of SHRM on organisational effectiveness in the banking sector are the same between the banks. The study is significant as it contributes to the formulation of strategies that will help to attract and retain the right, qualified and skilled employees who can facilitate the performance and success of the banks employees’ welfare. The study is one of the few types of research that looks at the implications of Strategic Human Resources on the organisational effectiveness of banks in the Middle East with regards to KRG. It will also form part and parcel of a foundation for establishing a base for conducting future studies
Keywords: Banking Sector, Effectiveness, Human Resource Management, KRG, Strategic Human Resource Management
Factors That Influence the Effectiveness of Performance Management System Adoption in Organisation (Published)
The focus of this paper is to review and discuss the main factors that influence the effectiveness of Performance Management System in organisation. Performance Management System can be viewed as one of the most important and constructive developments that has gained momentum in the recent years. Consequently, it has become crucial for many organisations in their quest to improve and enhance their competitiveness through its introduction and implementation. Public and private organisations are gradually moving towards the adoption of Performance Management System as it provides an integrated and coherent range of Human Resources processes which can be supportive in terms of contributing to the overall improvement of organisational and individual performance. A number of key factors are responsible for the effectiveness of Performance Management System and they are critically discussed in this literature study. The study reveals that factors such as balance scorecard, training, top management commitment, employee engagement, reward management, enterprise resource planning, culture and behaviour influence the effectiveness of a Performance management System adoption in organisation.
Keywords: Effectiveness, Factors, Performance Management System
Training and Efficiency: A Quantitative Survey of Administrative Officials in Local Self-Government Authorities (Published)
This paper presents the results of a quantitative survey that was conducted on local self-government officials of the municipality of Larissa, with the aim of exploring their views on the contribution of training to their job performance. It also investigated whether these views differ according to the officials’ gender, age and seniority. The research results showed that officials recognise the benefits of training, in terms both of their personal efficiency and of the efficiency of the organisation where they work. These views do not appear to be statistically significantly different, on the basis of predefined variables.
Keywords: Administrative Officials, Effectiveness, Efficiency, Local Self-Government