Assessing the Human Resource Management Practices of Public Banks from Employees’ Perspective: Case Study of Selected Branches of Ghana Commercial Bank, Kumasi (Published)
Human Resource Management (HMR) Practices and their impacts on employees’ performance have received enormous cover in literature. This work took a look at five selected HRM practices and assessed their impact on employees’ performance. The main objective of the study was to examine the impacts of these HRM practices on the performance of employees in four selected branches of Ghana Commercial Bank (GCB). The sample for the study was 80 employees from the selected branches of the bank. Data for the study was collected through the administration of structured questionnaire. Descriptive statistics such as charts, tables and regression analysis were used to analyze and present the data collected. The study established a very important relationship among HRM practices and employees’ performance. The selected HRM practices which formed the independent variables are training & development, motivation, performance appraisal, internal communication, and reward/remuneration while employees’ performance stood as the dependent variable. It was found that, the independent variables together explained 98% of the variance in employees’ performance. Internal communication came in as having the strongest relation with employees’ performance in respect of all the independent variables. It contributes a high percentage of 41% to explain the variance in employee performance. Performance appraisal showed up taking the second slot in the rank of significance in terms of the individual contributions of the measurement dimensions. It accounted for 26.6% of the overall relationship among the selected HRM practices on employees’ performance. Motivation came in third place of significance accounting for 22.9% of the overall variance in employees’ performance considering the selected employees’ performance measurement variables for the study. Training & Development of employees took the fourth most significant slot among all the five (5) measurement dimensions employed in the research. It accounts for about 21% of the variance in the overall impact of the measurement dimensions on employees’ performance and lastly 15.1% of the employees’ performance is explainable by reward/ remuneration. Recommendations were then given in accordance with the research findings
Keywords: Employees’ Performance, Human Resource Management Practices, Internal Communication, Motivation, Performance Appraisal, Reward/ Remuneration, Training & Development