Human Resource Management Practices and Challenges of the Catholic Educational Unit in Kumasi Metropolis, Ghana (Published)
This study explored the human resource management practices of the Catholic Educational Unit in the Kumasi Metropolis (Ghana) and the challenges of such practices. It was a quantitative research which employed a cross-sectional survey design. A multi-stage sampling technique was employed to select 375 staff members of the educational unit, out of which 295(78%) responded to the questionnaire administered indicating a high return-rate. Data was analysed quantitatively using Means and Standard Deviations. Additionally, Kendall Ranking method was conducted to identify the major challenges of the human resource management practices of the educational unit. It was established that the Catholic Educational Unit in the metropolis has put in place diverse training and development programmes, appraisal practices, career planning and employee participation practices, rewards and compensation policies to enhance the performance of its staff. Among others, the study concluded that one of the key challenges of the human resource management practices of the educational unit in the metropolis was related to ineffective supervision. The study therefore recommended that the unit should put necessary measures in place for effective monitoring and supervision of its staff. A well-established monitoring and supervision system would encourage the employees to perform better at their jobs.
Keywords: Catholic Church, Human Resource Management, Human resource, Staff, training and development
Impact of Mentoring On Staff Retention through Knowledge Transfer: An Empirical Evaluation of Four Private Universities in the North Central Zone of Nigeria (Published)
This research study explored the impact of mentoring on staff retention through knowledge transfer with specific reference to selected private universities in Nigeria. Mentoring is a natural one-on-one, mutual, committed relationship formed between a mentor and mentee designed to promote personal development beyond any particular institutional goals. However, Knowledge transfer seeks to build, systematize, otherwise distributes knowledge and guarantees its accessibility for future users. In an organizational setting, the goal of employers is usually to decrease employee turnover, thereby decreasing training costs, recruitment costs and loss of talents and organizational knowledge. Employers can improve retention rates and decrease the associated costs of high turnover with the aid of mentoring and knowledge transfer. The material used for this investigation was sourced from both primary and secondary data such as text books, management journals and internet. A well-structured open ended questionnaire was the main tool for data gathering. The questionnaire was designed for all the selected employees of private universities in the North central zone of Nigeria. The data through which responses were given in the questionnaire was analyzed and interpreted with the use of students‘t’ distribution test in the analysis of data. The findings indicate that mentoring improves staff retention in private universities in Nigeria and transfer of knowledge enhances staff mentoring and retention in Nigerian universities. The review of literature suggests that knowledge transfer and conceptualization of mentoring is required for staff retention in organizations. For effective staff retention and knowledge transfer, it was recommended that mentoring should be utterly deliberated and not forced on the participants ‘‘the mentors and the mentees’’ and privacy should be indispensable in this relationship. Conclusively, knowledge transfer encompasses a wide variety of activities to sustain mutually beneficial collaborations between mentors and the mentees, universities, and the public sector. It is all about the transfer of tangible and intellectual expertise, skills and learning between academic and the non-academic community.
Keywords: Knowledge, Mentoring, Retention, Staff, Staff Retention and Knowledge Transfer.