CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

The management of people within the organization has become an increasingly recognized important

focus for researchers and practitioner over the past 20 years. Organisations are becoming more aware

of important role human resource play in the success of their organisations to achieve financial

performance. As a result, organisations are becoming more employee-centric by focusing on

enhancing employees’engagement and organisational commitment.

It is important for organisation to adopt human resources management (HRM) system that optimizes

work for ceasitenables organisation to achieve competitive advantage in today's global market

economy that provides wider access to technology, finance and other resources. Pfeffer stated that

firms have increasingly recognized the potential for their people to be a source of competitive

advantage. Creating competitive advantage through people requires careful attention to the practices

that best leverage these assets. According to Nishii, (2010) scholars generally agree that appropriately

designed, Human resources management practices can enhance organizational performance. Related

theories suggesting and supporting assumption holds that the practices of Human Resources

Management influences employees attitudes and behaviours.

Human Resource Management is an invisible asset in an organization. It creates value when

embedded in the operational system that enhances organizational performance and ability to deal with

turbulent environment. Effective HRM assists in developing human resources into high quality and

efficient workforce thus enabling the organization to obtain a competitive advantage through their

people. In contrast, inefficient workforce can increase labour cost and decrease organization

productivity. However, in order to remain competitive, grow and diversify, an organization must
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ensure that its employees are qualified, placed in appropriate position, properly trained, managed

effectively and committed to the firm’s success. The goal of HRM is to maximize employees

contribution in order to achieve optimal productivity and effectiveness while simultaneously attaining

individual objective (such as having a challenging and obtaining recognition) and societal objectives

(such as legal compliance and demonstrating social responsibility).

Human resource dimensions or practices (training, recruitment, reward system performance appraisal

e.t.c ) have considerable impact on the performance of organizations and these contribute to the

affirmative link between human resource management and organizational performance

(Osman,2012).

Training is a flexible way to develop an employee as it consists of both forma land informal ways to

enhance the effectiveness and efficiency of employees (Ellstrom,2011). Job security increases

employees’ honesty, keeps employees committed to the organization and provides security to

valuable information as well (Rajiand Jackson, 2011). Reward system is imposed on organization to

evaluate reward and organization reward employees on the basis to get value by elaborating what

they have spent and what they have got (Armstrong,2011). Employee performance can be evaluated

by the evaluation of task and reward system. Employee performance is one that is affected by the

knowledge transfer that helps employee to develop their understanding of networking as well as

focusing on the organizational performance.

Organizational performance is related to organizational justice which allows employees to get

committed to task assigned to him or her. HRM dimensions greatly influences the employees attitude

which in turn affects employees’ performance. If HRM system works effectively, then increase in the

organizational performance will be seen (Snape and Redman, 2010). Competitive advantage is

viewed as a source of competitive advantage is a must for any organization and employees are always

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viewed as source of competitive advantage for any organization (Barney ,2011; Pfeffer, 2014). So,

human resource management must be made in such away that can utilize employees in the best

possible way to increase performance of organizations.

1.2 Statement of the Problem

Research problem is an intellectual stimulus calling for an answer in the form of scientific inquiry.

This as in some cases affected the productivities of workers and in turn the profitability of such

organization.

Some organizations take workers for granted by not providing adequate training and compensation

for hard work as human element in the achievement of organizational goals.

It is evident in organisations of today that managers focuses more on output rather than developing

and training their employees with skills so as to be more productive and satisfied (Gazioglu& Tansel,

2010).

With this development in the sector, staffs that lack proper training in the evolving competitive

landscape are redundant with their old knowledge and skills being obsolete (Ramay&Lew,2015)

1.3 Objective of the Study:

The main objective of this study is to find out the impact of Human Resource Management (HRM)

on organizational performance. Aside this, other specific objectives that will be addressed are;

1. To ascertain the relationship between recruitment and selection on employees’ turnover.

2. To examine the influence of reward system on employee’s job satisfaction.

3. To find out the effect of training and development on organizational profitability.

1.4 Research Question:

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 1. Does recruitment and selection have effect on employees’ turnover?

2.Does reward system influence employees’ job satisfaction

3. Does training and development affect organizational profitability?

1.5 Research Hypothesis:

From the research questions above, this study will be anchored on the following hypothesis

Ho: Recruitment and selection have no significant association on employee’s turnover.

H1: Recruitment and selection have significant effect on employees’ turnover

1.6 Scope of the Study:

The study is carried out within the LIFEMATE LIMITED COMPANY. South-West Local

Government Area of Ogun State, Nigeria. The study focuses on the HUMAN RESOURCES

MANAGEMENT in Nigeria generally but only covers Lifemate Ltd.

For the purpose of this study, we will adopt the descriptive survey research design method and

primary data will be collected so as to carry out our analysis.

1.7 Significance of the Study

This study will contribute to the literature by critically examining the effectiveness of existing

Human Resources Management (HRM) practices that are in an organization such as recruitment and

selection, performance appraisal, training and development.

This study will also be relevant to the government in terms of formulating and implementation of

policies concerning the organization in Nigeria.

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It will also be useful to those who carried out the studies in related areas in future. It will serve as a

reference material to them and the findings can also provide the basis for further studies.

1.8 Definition of Key Terms:

Performance Appraisal(PA): Performance Appraisal which is also referred to as Performance

Review, Performance Evaluation or Employee Appraisal is the method by which the job performance

of an employee is documented and evaluated.

Recruitment: This is the process of identifying that the organization needs to employ someone up to

the point at which application form for the post have arrived at the organization.

Training and Development: This is a function concerned with organizational activity aimed at

bettering the job performance of individuals and groups in organizational settings.

Personnel Management: This is an Administrative function of an organization that exists to provide

the personnel needed for organizational activities and to manage the general employee-employer

relationship.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 CONCEPTUAL FRAMEWORK

2.1.1 CONCEPT OF HUMAN RESOURCE MANAGEMENT

Human Resource Management can be described as a strategic, integrated and coherent approach to

the employment, development and well-being of the people working in organizations. It has a strong

conceptual basis drawn from the behavioral sciences and from strategic management, human capital

and industrial relations theories. This foundation has been built with the help of a multitude of

research projects (Armstrong, 2010).

Human resource management (HRM) is the policies, practices, and systems that influence

employees’ behaviour, attitudes, and performance. Many companies refer to HRM as involving

“people practices”. There are several important HRM practices that should support the organization’s

business strategy: analyzing work and designing jobs, determining how many employees with

specific knowledge and skills are needed (human resource planning), attracting potential employees

(recruiting), choosing employees (selection), teaching employees how to perform their jobs and

preparing them for the future (training and development), evaluating their performance (performance

management), rewarding employees (compensation), and creating a positive work environment

(employee relations). An organization performs best when all of these practices are managed well. At

companies with effective HRM, employees and customers tend to be more satisfied, and the

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companies tend to be more innovative, have greater productivity, and develop a more favorable

reputation in the community Neo ( 2011).

Human resource management (HRM) is responsible for carefully selecting and training people with

the necessary skills to pursue the strategy effectively. Some external factors can be predicted;

others, such as the collapse of large banks and insurance companies, can seemingly come out of

nowhere Robbins (2010). According to Neo (2011) human resource management is critical to the

success of organizations because human capital has certain qualities that make it valuable. In terms of

business strategy, an organization can succeed if it has a sustainable competitive advantage (is better

than competitors at something and can hold that advantage over a sustained period of time).

Therefore, we can conclude that organizations need the kind of resources that will give them such an

advantage.

Human resource management is a process that involves the use of overarching approaches to the

development of Human resource management strategies, which are integrated vertically with the

business strategy and horizontally with one another. Human resource management focuses on actions

that differentiate the organization from its competitors. It is suggested by Adams (2011) that it has

seven meanings:

i. the use of planning;

ii. a coherent approach to the design and management of personnel;

iii. systems based on an employment policy and workforce strategy;

iv. often underpinned by a “philosophy”;

v. matching HRM activities and policies to some explicit business strategy;

vi. seeing the people of the organization as a strategic resource;

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 vii. Achievement of competitive advantage (Armstrong, 2006).

A study shows that human resource management (HRM) involves the process of dealing with

employees and staff. The sales representatives of these organizations are their main strength because

the performance is totally depending upon them. As Kaplan (2011) noted that human resource

practices are the most important source of any company to build a strong competitive advantage in

the market. Furthermore, organizations should continuously improve their HRM practices if they

want to remain viable in this diverse environment.

. Such practices are detailed as follows Boxall, (2007):

i. Employment security.

ii. Selective hiring of new personnel.

iii. Self-managed teams and decentralization of decision-making as the basic principles of

organizational design.

In HRM-performance research, the performance outcomes of Human resource management can be

viewed in different ways. HRM researchers have mostly referred to Dyer and Reeves’ (2002)

classification of performance outcomes as follows:

i. HR-related outcomes, such as turnover, absenteeism, job satisfaction, commitment.

ii. Organizational outcomes, such as productivity, quality, service, efficiencies, customer

satisfaction.

iii. Financial accounting outcomes, such as profits, sales, return on assets, return on

investment.

iv. Capital market outcomes, such as market share, stock price, growth (Boxall, Purcell and

Wright, 2007).

2.1.2 CONCEPT OF ORGANIZATIONAL PERFORMANCE

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Campbell (2009) defines performance as behavior or action relevant to the attainment of an

organization’s goals that can be scaled, that is, measured.

Organisational performance comprises the actual output or results of an organization as measured

against it’s intended outputs (or goals and objectives). Organisational performance is also the success

or fulfilment of organization at the end of program or projects as it intended.

(a) Products market performance (sales, market share, etc) and

(b) Shareholder return (total shareholder return, economic value added, etc).

According to Richard (2009) organizational performance encompasses three specific areas of firm

outcomes:

(a) Financial performance (profits, return on assets, return on investment, etc.

(b) Product market performance (sales, market share, etc).

(c) Shareholder return (total shareholder return, economic value added, etc).

In recent years, many organisation have attempted to manage organizational performance using the
balanced scorecard methodology where performance is tracked and measured in multiple dimensions
such as;

 Financial performance (e.g shareholder return).

 Social responsibility. (e.g corporate citizenship, community outreach).

 Custom stewardship.

2.2 THEORETICAL REVIEW

2.2.1 JOB PERFORMANCE AS A MULTI-DIMENSIONAL THEORY

Roe, 2001 agreed that performance has to be considered as a multi-dimensional concept. On the most

basic level one can distinguish between a process apect (i.e., behavioral) and an outcome aspect of

performance. The behavioral aspect refers to what people do while at work, the action itself

(Campbell, 2013). Performance encompasses specific behavior (e.g., sales conversations with

customers, teaching statistics to undergraduate students, programming computer software,

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assembling parts of a product). This conceptualization implies that only actions that can be scaled

(i.e., counted) are regarded as performance

Moreover, performance must be distinguished from effectiveness and from productivity or efficiency

(Pritchard, 2002). Effectiveness refers to the evaluations of the results of performance (i.e., financial

value of sales). A great deal of attention has been paid to the distinction between task and contextual

performance. There are three basic differences between task and contextual performance (Motowidlo,

2013):

(1) Contextual performance activities are comparable for almost all jobs, whereas task performance is

job specific;

(2) Task performance is predicted mainly by ability, whereas contextual performance is mainly

predicted by motivation and personality;

(3) Task performance is in-role behavior and part of the formal job-description, whereas contextual

performance is extra-role behavior and discretionary (Le. not enforceable), and often not rewarded by

formal reward systems or directly or indirectly considered by the management.

2.3 EMPIRICAL FRAMEWORK

2.3.1 ELEMENTS OF HUMAN RESOURCES MANAGEMENT AND ITS IMPACT ON

ORGANISATIONAL PERFORMANCE

i. Employee recruitment and retention

Recruitment and retention may seem self-evident for HRM, it is the central point of contract for all

HR policies and system. Recruiting qualified employees, retaining them in the company, training

them adequately to succeed in their work and encouraging them to continue their education

qualification’s.

ii. Training and development

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Training is one of main HR activities in the organization and helps the firm to achieve its goals.

According to Grossman and Salas (2011), training is an organized task of information, skills, and

attitudes lead to enhancing performance in a particular situation.

Almost all the employees, including those who are highly skilled, training at some point because each

organisation does things differently from others. Policies and procedures must be communicated

firmly to all employees as part of their integration process all on the same page.

2.3.2 THE ROLE OF HUMAN RESOURCES MANAGEMENT ON ORGANISATIONAL

PERFORMANCE

Human resources management improve organizational performance through developing a

psychological contract, increasing motivation and commitments, increasing employee’s skills,

extending the skills based and, providing employees with extended responsibilities so that they can

make full use of their skills. It also helps in keeping the balance between the employee’s satisfaction

and an organisation’s profitability and capacity to reach its objectives.

Strategic human resource management may bring a number of benefits to the organization (Brewster,

2010):

i. Contributing to the goal accomplishment and the survival of the company,

ii. Supporting and successfully implementing business strategies of the company,

iii. Creating and maintaining a competitive advantage for the company, Improving the

responsiveness and innovation potential of the company,

Bailey (2013) contended that human resources are frequently “underutilized” because employees

often perform below their maximum potential and that organizational efforts to elicit discretionary

effort from employees are likely to provide returns in excess of any relevant costs.

HRM practices influence employee skills through the acquisition and development of a firm’s human

capital. Providing formal and informal training experiences, such as basic skills training, on-the-job

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experience, coaching, mentoring, and management development, can further influence employees’

development.

Bailey (2014) noted that the contribution of even a highly skilled and motivated workforce will be

limited if jobs are structured, or programmed, in such a way that employees, who presumably know

their work better than anyone else, do not have the opportunity to use their skills and abilities to

design new and better ways of performing their roles. Thus, HRM practices can also influence firm

performance through provision of organizational structures that encourage participation among

employees and allow them to improve how their jobs are performed.

CHAPTER THREE

Research Methodology

3.1 Introduction

This study outlines the method and procedures employed by the researcher to carry out this

research study. It includes the research design, target population, sample, sampling techniques

sources of data, and data collection procedures used in obtaining the required data. This section

also gives a brief overview of industry under this study.

3.1.2 Research Design:

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Research design embraces the methodology and procedures employed to conduct scientific

research. The design defines the study type; data collection methods and statistical analysis plan.

This study took an explanatory research design since it seeks to establish the impact of HR

practices on organizational performance. This is a case study research work that used a selected

number of HRM practices to get empirical data on HRM practices and how they affect

organizational performance.

The research strategy used for the research was a survey approach in order to collect quantitative

data which was analysed using descriptive statistical tools. The use of a survey enables

generalisation to be conducted using findings generated from a sample size which is representative

of the whole population.

3.2 Sources of Data:

The data for this study was drawn from two main sources; primary and secondary data sources.

3.2.1 Primary Data:

The primary data sources were those original data collected and analysed by the researcher from

the field. These were mainly obtained from the responses of respondents to self-completion

questionnaires, semi structured interviews and participant observation recordings.

3.2.1Secondary Data:

The secondary sources of data refer to data collected by a person or researcher other than the user

of the information. This kind of previously collected information is not case-specific but it

can be relevant to the studied problem (Lindstrom 2010).

3.3 Study Population:

Investigating, for example a problem will almost certainly require a research project in the

academic sense. Researchers often have interest in particular groups of people or items this

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is referred to as study population. Population is the total members of a defined class of

people, objects, places or events selected because they are relevant to one's research questions.

In this study, the target population is the employees in the organization. The total population

of the organization is One Thousand (1000).

3.4 Sample and Sampling Techniques:

A sample is a selection of a group of people or events from a population to be able to find out

true facts about the sample that will be true of the population. This becomes necessary as the

entire population of a number of One Thousand (1000) was taken as sample size. This study had

an estimated population size of one hundred (100) people and this large size made it

impossible for the researcher to test every individual members of the population. As such, a

sample size of Ninety (90 ) respondents, representing 9 0 % of the population was chosen as a

true reflection of the population for the study.

3.5 Resear ch Instrument for Data Collection:

Data collection instruments are the tools used to collect information as part of a research. The

validity and reliability of data collection and instruments is of extreme importance to any sample

survey.

The main instrument for this survey was the questionnaire designed by the researcher to generate

responses from the respondents. The questionnaire was subdivided into to sections. Section A

consists of the demographic information which seeks for personal data of the respondents while the

Section B consists of 4- points Like Rating Scale of Strongly Agree (SA ), Agree (A), Disagree (D),

and Strongly Disagree (SD).

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3.4.1 M et hod of Dat a Collect ion and Dist r ibut ions:

Quest ionnaires w ere dist r ibut ed to t he respondent s by hand at t heir different of f ices

and w ere collect ed af t er t hey have been duly complet ed.

3.5 Data Analysis Techniques:-

Researcher analyzed the data collected with statistical tools. The data collected were

subjected to statistical analysis using Mean t o find the answer to their search

questions w hile Chi- square statistic was used to test t he hypothesis formulated.

The Mean of each item is computed thus:

X. = £ FX/ N

Where X. = Means of the score

X. = Scores

F. = Frequency

£. = Summation

N. = Number of respondents

The t esting of hypothesis using Chi-square w hich is stated as

thus:

Where X. = Observed f requency

E. = Expect ed f requency

X. = Chi-square

£. = Summation.

Where Expected f requency = Number of responses Observed f requency= Number of

respondent.

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 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 Introduction:

This chapter presents the analysis of data, interpretation of results and discussion of the research

findings on the research study titled “THE EFFECTS OF HUMAN RESOURCES

MANAGEMENT ON ORGANISATIONAL PERFORMANCE”. The findings relate to the

research questions and objectives that guided the study. The findings of the study were also

discussed in relation to the literature and in comparison to other related works. The data

collected were analyzed using descriptive method and the statistical tools. Descriptive statistical

analysis was used to identify frequencies and percentages of responses given to all the questions

in the questionnaire. Statistical tools were used to determine the effect, relationship and statistical

significance of the relationships among the selected variables. The level of significance was set at

0.05.

4.2 Answers to Research Questions

Research Question One: Does recruitment and selection have effect on employees’

turnover?

To determine the effects of recruitment and selection on employees, the study focuses on the

selected gender between male and female. Data gathered from this analysis are presented below:

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Table 1:

GENDER FREQUENCY PERCENTAGE%

Male 58 58%

Female 32 32%

Void 10 10%

Total 100 100%

The target respondents in the study were top and middle level management staff of LIFEMATE

COMPANY.

The researcher distributed 100 copies of questionnaire to the respondents. 90 copies of the

returned questionnaire were duly completed and were considered usable for the analysis.

According to the research findings, the male gender has 57% while the female has 32%

This represents a response rate of ninety percent (90%), which was considered adequate in this

study. The response rate is represented in Table 1.

Research Question Two: Does reward system influence employees’ job satisfaction?

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 Category Frequency Percentage Category Frequency Percentage

18-25 28 31.1% 1-5years 24 26.6%

26-35 35 38.8% 6-10 years 40 44.4%

36-50 20 22.2% 11-15 years 22 24.4%

51 and above 7 7.8% 16 and above 4 4.4%

Age Experience

90 100% 90 100%

Table 2 above shows the age range of the respondents used for this study. Out of the total

number of 90 respondents, 31.1% (28) appears to be age 18-25, 38.8% (35) were of age 26-35,

22.2% (20) were age 36-50 and lastly 7.8%(7) were age 51 and above.

On the other hand, 26.6%(24) had experience of 1-5 years, 44.4% (40) had experience of 6-10

years, 24.4% (22) had experience of 11-15 years and lastly 4.4% (4) had experience of 16 and

above.

Research Question Three: Does training and development affect organisational

profitability?

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S/N QUESTIONNAIRES SA A D SD REMARK

1 The organisation conducts extensive training 27 42 18 3 AGREED

programs to its employees in all aspects of

quality.

2 Employees in a given position normally go 21 37 32 - AGREED

through training programs each year.

3 Are there training programs to teach newly 32 43 15 - AGREED

recruited employee’s skills they need to

perform their jobs?

4 Employees performance is measured using 49 28 13 - STRONLY

objective quantifiable results. AGREE

5 Employee’s performance is quantified based 28 50 10 2 AGREED

on feedback.

6 Appraisal system has a strong influence on 53 29 8 - STRONLY

team and individual behaviour. AGREED

7 Employees in the organisation are allowed to 2 9 47 32 DISAGREED

make decisions related to cost and quality

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 8 Employees have the autonomy to suggest 18 38 25 9 AGREED

improvement they want.

4.3 Test of Hypothesis

The researcher after analyzing the question using (Mean, Standard deviation and Grand Mean) to

show the response of respondents that made up the sample and also analyze those questions

which relates to the hypothesis formulated so as to determine the effectiveness of the hypothesis

and the feasibility of the whole study. Chi-square statistics was used to test the hypothesis of the

study and it is calculated thus;

X2 = ( O – E )2

Where O = Observed Frequency

E = Expected Frequency

X2 = Chi-square

£ = Summation

To calculate expected frequency = Total of rows × Total of column

______________________

Grand Total

Hypothesis I

H0: Recruitment and Selection have no significant association on employee’s turnover

H1: Recruitment and selection have significant effect on employees’ turnover

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Level of significance: 0.05

Decision rule: reject the null hypothesis H0 if the p value is less than the level of significance.

Accept the null hypothesis if otherwise.

Table 17 Test Statistics

Communication serves as a tool for achieving organization goals and

objectives.

Chi-Square 18.081a

Df 6

Asymp. Sig. 12.592

Conclusions based on decision rule:

Since the p-value= 12.592 is less than the level of significance (0.05), we reject the null

hypothesis and conclude that communication serve as a tool for achieving organization goals and

objectives in Nigeria television authority.

4.4 Discussion of Findings:

Findings revealed that human resources management encourages personnel development among

employees in an organization. This is in line with Holbeche (2010) concluded that human

resources management facilitates the development of human capital that meets the requirements

of business competitive advantage.

Another findings of this study shows that human resources management assist employees to

implement business strategies successfully through professional guidance. According to Neo

(2011) human resources management is critical to success of an organization because human

capital has certain qualities that makes it valuable.

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 CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.0 INTRODUCTION

This chapter comprises discussions associated with findings of the entire research. This includes

summary of the work, findings both theoretical and empirical findings, conclusions, policy

implication of the findings, recommendations, limitation of the research, suggestions for further

study and contribution to knowledge.

5.1 SUMMARY OF THE WORK

The study discovered that effective communication is a foundation upon which every

organization irrespective of size and structure must be built: survey result also indicated a

unanimous acceptance of the importance of human resources management in attaining business

goals.

This study also helps employees to implement business strategies successfully through

professional guidance helps to determine redundancy level of employee and also promote

employee’s responsiveness and innovation. And lastly it helps provide opportunity for

independent thinking and decision making

The corresponding hypothesis for the joint effect of the HRM dimensions on performance of the

Manufacturing firms was tested using multiple regression analysis. The regression results

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showed that a combination of the dimensions of HRM had a positive and significant effect on

organizational performance.

5.2 CONCLUSIONS

The correlation results of the study reveal that all dimensions of human resources management

positively affect organizational performance. These findings lead to the following conclusions:

that when Lifemate Company. which is the manufacturing firm in Ogun State, Nigeria used If all

manufacturing firm or organization in Nigeria practice human resources management they will

achieve higher levels of organizational performance in terms of sales growth, market share and

customer satisfaction.

The ANOVA results also show that all the HRM dimensions jointly had a positive and

significant effect on organizational performance in the organizations studied. The results from

the current study support the view that involvement in HRM has the potential to lead to

improved firm performance and in this case the manufacturing firms will enjoy better sales

growth, increased market share and more customer satisfaction.

The finding that human resources management and positively affects organizational

performance also empirically confirms the views of the stakeholder theory which underpinned

this study. Park (2010) maintains that the stakeholder theory proposes a positive association

between HRM activities and organizational performance. According to Freeman (2010), the

stakeholder theory is about the broad view of stakeholders where the corporation has

responsibilities towards them beside those who are the main or primary stakeholders of the

corporation. Thus, stakeholder theory takes into account individuals or groups with a stake in the

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company including shareholders, employees, customers, suppliers and the local community

(Jones, 2013).

Lastly, the findings of this study are important in that they helped answer the question in mind as

to whether the LIFEMATE COMPANY. engaging in HRM initiatives have experienced any

advantages at all in terms of change in their organizations’ bottom-line. The answer was an

emphatic yes seeing as it were that the results revealed an increment in the organizations’

performance of slightly over 80% during the period under study in comparison to the previous

year. The overall mean for organizational performance was (M = 4.15). This means that the

engagement in HRM activities had boosted the performance of the organization’s sales, market

share and customer satisfaction.

5.3 Recommendations

This study allows effective recruitment policy to promote scientific selection of prospective

employees, ensures appropriate training program for both academicians and support staff to

continuously improve the skills of employees and also allows that performance appraisal should

be guided by the performance management policy.

5.4.1 Recommendations for Management Policy and Practice

The results of this study have implications for management policy and practice. The correlation

results show that philanthropic responsibility, economic responsibility, environmental

responsibility, ethical responsibility and legal responsibility jointly have a positive effect on

performance of the firms. This implies that to enhance organizational performance, managers

need to integrate all dimensions of human resources management craft appropriate strategies for

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their companies, ensure they are proactively implemented in order to increase their market share,

sales growth and customer satisfaction thus giving them competitive advantage over their

competitors.

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