CATHOLIC UNIVERSITY COLLEGE OF GHANA, FIAPRE

FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATION

AN ASSESSMENT OF HUMAN RESOURCE MANAGEMENT PRACTICES AND ORGANISATIONAL PERFORMANCE: A CASE OF ASUTIFI NORTH

DISTRICT ASSEMBLY.

BY

FELICITY ABABIO

A LONG ESSAY SUBMITTED TO THE FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATION IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF BACHELOR OF SCIENCE

DEGREE IN ECONOMICS AND BUSINESS ADMINISTRATION

JUNE 2015

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DECLARATIONStudent’s Declaration:

I, Felicity Ababio, hereby declare that, except for reference to other people’s work

which has been duly acknowledged, this research project consists of my own work, and

that no part has been published, nor presented for any degree elsewhere.

Signature:…………………………………… Date:…………………………..(Candidate)

Felicity Ababio (Name of Candidate)

Supervisor’s Declaration:

I, Mr. Mustapha Osman, hereby declare that the preparation of this research project was

in accordance with the guidelines on supervision of dissertation laid down by the

Catholic University College of Ghana, Fiapre.

Signature:……………………………………… Date:…………………………….(Supervisor)

Mr. Mustapha Osman(Name of Supervisor)

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DEDICATION

This research project is dedicated to my parents.

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ACKNOWLEDGEMENT

My warmest gratitude goes to God almighty for a successful project work. I wish to

express my sincere gratitude to Mr. Mustapha Osman of CUCG, Fiapre, my supervisor

for his relentless supervision.

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ABSTRACT

This study assessed Human Resource Management (HRM) practices and Organisational Performance at Asutifi North District Assembly. The study posed the following sub objectives: to identify the HRM practices in place at Asutifi North District Assembly, to identify HRM practice problems at Asutifi North District Assembly and to investigate the impact of HRM practices on Asutifi North District Assembly performance. These objectives were put forth in order to find the HRM practices in place at Asutifi North District Assembly and the problems encountered in such HRM practices. And again, the impact of such practices on the district. This study was descriptive. A survey of 127 staff at post with management being 15 and 112 Staff were given questions to answer on the HRM practices and the problems encountered courtesy the HRM practices. The staff were given questions to answer on the impact of HRM practices on the Assembly’s performance. The results of the study indicates that: (i) there is no conducive physical work environment for staff performance at the Assembly, (ii) there is a fair degree to which merit is recognized or unsatisfactory performance penalized at the Assembly, (iii) the mode of promotion in the Assembly is transparent and well-structured and (iv) good human relations with superior, occupational health and safety, salary, and opportunity for career development motivate Assembly staff to stay. Transfer of staff is the main effect of government interference in HR base and capacity at the Assembly which creates HRM practice problems at Asutifi North District Assembly. And HRM practices have a positive impact on the Assembly’s performance. The study recommends that more training programmes should be organised by management for staff at least twice a year to equip them with the requisite knowledge and skills to enable them contribute their quota to the performance of the Assembly. Constant review of the HRM practices for Asutifi North District Assembly to move with time should be employed.

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TABLE OF CONTENTS PageTitle Page………………………………………………………………………………...i

Declaration........................................................................................................................ii

Dedication........................................................................................................................iii

Acknowledgement............................................................................................................iv

Abstract.............................................................................................................................v

Table of Contents.............................................................................................................vi

List of Tables.................................................................................................................viii

List of Figures..................................................................................................................ix

Abbreviation......................................................................................................................x

CHAPTER ONE: INTRODUCTION

1.1 Background of the study..........................................................................................1

1.2 Problem Statement...................................................................................................3

1.3 Research Objectives.................................................................................................4

1.4 Research Questions..................................................................................................5

1.5 Significance of the Study.........................................................................................5

1.6 Scope and Limitation of the Study..........................................................................5

1.7 Organisation of Chapters.........................................................................................6

CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction.............................................................................................................8

2.2 Theoretical Framework............................................................................................8

2.2.1 District Assembly Concept in Ghana..............................................................11

2.2.2 The role of Metropolitan/Municipal/District Assemblies...............................12

2.2.3 HR Problems in the District Assemblies.........................................................12

2.2.4 Factors that influence HR capabilities at the District Assemblies..................14

2.2.5 HR functions...................................................................................................15

2.2.6 HRM Practices................................................................................................16

2.2.7 Employee Job Performance............................................................................19

2.2.8 HRM Practices and Employee Job Performance............................................19

2.2.9 Organisational Performance............................................................................21

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2.2.10 Human Resource Management and Firm Performance................................22

2.3 Empirical Evidence................................................................................................23

CHAPTER THREE: METHODOLOGY

3.1 Introduction...........................................................................................................25

3.2 Study Design..........................................................................................................25

3.3 Study Type.............................................................................................................25

3.4 Study Area.............................................................................................................25

3.5 Study Population................................................................................................27

3.6 Sample/ Sampling Techniques...........................................................................27

3.6.1 Sampling Frame..............................................................................................28

3.6.2 Sample Size.....................................................................................................28

3.7 Data Collection Tools............................................................................................28

3.8 Data Analysis Method...........................................................................................29

3.8.1 Study Variable.................................................................................................29

3.9 Ethical Considerations...........................................................................................29

CHAPTER FOUR: DATA PRESENTATION AND DISCUSSIONS

4.1 Introduction...........................................................................................................31

4.2 Presentation of Results..........................................................................................31

4.2.1 Presentation of Results for Management........................................................31

4.2.2 Presentation of Results for Staff.....................................................................36

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Summary of Findings............................................................................................39

5.2 Conclusion.............................................................................................................40

5.3 Recommendations..................................................................................................41

References...................................................................................................................42

Appendix........................................................................................................................50

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LIST OF TABLES

Table 1: Conduciveness of physical work environment for staff performance..............31

Table 2: Degree to which merit is recognized or unsatisfactory performance penalized.........................................................................................................................................32

Table 3: View on the mode of promotion in the Assembly............................................32

Table 4: Factor(s) that motivate the Assembly staff to stay............................................33

Table 5: Acceptance of posting to other districts particularly deprived areas................34

Table 6: Effect of government interference in HR base and capacity.............................35

Table 7: Staff reception of training and development programme since inception as a staff at the Assembly.......................................................................................................36

Table 8: Staff assessment of their job performance in relation to training/development programmes received from the Assembly.......................................................................37

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LIST OF FIGURES

Figure 1: Conduciveness of physical work environment for staff performance.............31

Figure 2: Degree to which merit is recognized or unsatisfactory performance penalized.........................................................................................................................................32

Figure 3: View on the mode of promotion in the Assembly...........................................33

Figure 4: Factor(s) that motivate the Assembly staff to stay..........................................34

Figure 5: Acceptance of posting to other districts particularly deprived areas...............35

Figure 6: Effect of government interference in HR base and capacity...........................35

Figure 7: Staff reception of training and development programme since inception as a staff at the Assembly.......................................................................................................36

Figure 8: Staff assessment of their job performance in relation to training/development programmes received from the Assembly.......................................................................37

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ABBREVIATION

CUCG: Catholic University College of Ghana

DAs: District Assemblies

GCGL: Graphic Communications Group Limited

HRD: Human Resource Department

HR: Human Resource

HRM: Human Resource Management

MMDAs: Metropolitan, Municipal and District Assemblies

MLGRD: Ministry Government and Rural Development

PM: Performance Management

RM: Reward Management

R&S: Recruitment and Selection

SET: Social Exchange Theory

SPSS: Statistical Package for Social Science

T&D: Training and Development

US: United States

UK: United Kingdom

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CHAPTER ONE

INTRODUCTION

1.1 Background of the studyMost organisations aim to generate the kind of performance that can bring more

profit. In order to do this, the employees are required to perform well and improve.

From an organizational perspective human resource (HR) encompasses the employees

who offer different skills, abilities and knowledge that may or may not be appropriate to

the needs of the business. In management terms, HR refers to the traits people bring to

the workplace - intelligence, aptitude, commitment, tacit knowledge and skills and the

ability to learn. However, the contribution of this HR to an organization’s performance

is typically variable and unpredictable. And this in the view of Bratton and Gold, (2003)

make the HR the “most vexatious of the assets to manage”. In view of this, Armstrong

(2001) calls for Human Resource Department (HRD) to perform four vital functions

such as training and development (T&D), recruitment and selection (R&S),

performance management (PM) and reward management (RM).

However, no matter how hard the HRD performs, De Cenzo and Robbins (1994)

notes that “the fact remains that few, if any, new employees can truly come into an

organization and immediately become fully functioning, 100% performers”. It takes a

number of months (depending on the job) before employees get use to their new

working environments. This is when Human Resource Management (HRM) is very

important. Storey (2001) defines HRM as a distinctive approach of employment

management which seeks to achieve competitiveness through the strategic development

of a highly committed and capable workforce, using an integrated array of cultural,

structural and personal techniques. HRM plays an important role in reshaping this

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reformation of new employees so that within a short period of time, they too, will be

fully functional and productive.

However, the HRM cannot perform these functions unless through a feasible

strategy. The concept of the HR system as a strategic asset has implications for both the

characteristics and the effects of such a system. Strategic assets are "the set of difficult

to trade and imitate, scarce, appropriable, and specialized resources and capabilities that

bestow the firm's competitive advantage" (Amit & Shoemaker, 1993: 36). In this regard,

when discussing relationship between the human resource management strategy and the

organizational performance, Delaney and Huselid (1996) found that some of the more

progressive human resource management strategies, including careful selection at

appointment, training and incentive compensation, have a positive effect on the

organizational performance. Li (2000) also found that such human resource

management strategies as training, information sharing and participative management

are helpful in promoting the organizational performance.

Furthermore, Huselid (1995) proved by empirical study that a system with an

optimal human resource management strategy (high-performance systems) can increase

the organizational performance no matter what organizational strategic objectives of an

enterprise are. Correspondingly, Delery and Doty (1996) claimed that an optimal human

resource management strategy has a close relation with the organizational performance.

In the past researches related to the human resource management strategy, it has been

proved that human resource management strategy has a significant correlation with the

management performance, productivity, financial performance and market value of an

organization. In other words, the human resource management strategy has a positive

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correlation with the organizational performance (Arthur, 1994; Delery and Doty, 1996;

Youndt, 1998; Huang, 2002). Huselid (1995) thought that effective human resource

management strategies, including recruitment and selection, performance evaluation,

incentive compensation, information sharing, attitude assessment, complaint handling

procedure, work design, labour participative management plans, performance rewards,

etc., can promote the organizational performance and relate with the high organizational

performance. Delaney and Huselid (1996) also indicated that innovative human

resource management strategies such as careful selection, training and incentive

compensation have a positive correlation with the organizational performance.

Despite several studies that exposed the positive effects of HRM on an

organization’s performance, there are in fact difficulties with how and what to measure

regarding effective HRM practices, level of measurement, and measuring the outcomes

of HRM on organizational performance (Bamberger and Meshoulam 2000;

Kanter1981). The gap that exist in this area of research is that assessment of HRM

practices and organizational performance has not been done at Asutifi North District

Assembly and this study hopes to bring it to light.

1.2 Problem StatementThe problem currently facing Asutifi North District Assembly include

recruitment and selection, employee training and development, and performance

appraisal which is having a drastic effect on the district. Thus inadequate human

resources with requisite skills and competence to perform the various tasks of the

assembly. For instance, the absence or inadequacy of development planners in the

district constitutes a major constraint on the establishment and effective operation of the

district planning coordinating units in the districts (Botchie, 2000). In this regard,

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Appiah (1996) cited in Thomi and Yankson (2000) observed that the DAs have been

accorded administrative, deliberative, legislative and executive functions. These

functions will however, be meaningless if the DAs lack the staff with the capacity,

managerial know-how, expertise, loyalty and commitment to deliver quality, affordable

and timely services to their constituent populace. This capacity which gives meaning to

effective and vibrant local government system has however been found wanting and

indeed been recognized as a possible weak link of decentralization which hampers

performance of the Assemblies.

It is known that HRM can positively affect organizational performance.

Numerous studies have shown a positive relationship between HRM practices and

organizational performance. However, previous studies in Ghana are quite limited in

investigating this phenomenon particularly at the DAs level.

1.3 Research ObjectivesThe main research objective was an assessment of HRM practices and

organisational performance in Asutifi North District Assembly. Other objectives the

study posed include:

1. To identify the HRM practices in place at Asutifi North District Assembly.

2. To identify HRM practice problems at Asutifi North District Assembly.

3. To investigate the impact of HRM practices on Asutifi North District Assembly

performance.

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1.4 Research QuestionsThe main research question was, what are the assessment(s) of HRM practices

and organisational performance in Asutifi North District Assembly? Other questions the

study posed include:

1. What are the HRM practices in place at Asutifi North District Assembly?

2. What are the HRM practice problems at Asutifi North District Assembly?

3. What is the impact of HRM practices on Asutifi North District Assembly

performance?

1.5 Significance of the StudyHRM has become a very vital instrument owing to its immense contribution to

organisations today. There is therefore the need to study and evaluate the system on

organisational performance at the Asutifi North District Assembly. As a result of this,

the research will help the Assembly, business or marketing practitioners, policy makers

and stakeholders to know the factors that influence HRM practices to improve their

organisational performance. Again, the research is intended to identify the HRM

practice problems at Asutifi North District Assembly. Besides, the research is expected

to identify the HRM practices in place at Asutifi North District Assembly. Ultimately,

the research is also designed to help become a scholarly document for further studies by

students who might have the opportunity of making further findings on HRM practices

and organisational performance.

1.6 Scope and Limitation of the StudyThis study assessed HRM practices and organisational performance in Asutifi

North District Assembly. This implied other District Assemblies were excluded in this

study which also meant the results and findings reported in this study could not be

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applied to the other District Assemblies in Ghana but the results and findings were

placed in the relevant context of the Asutifi North District Assembly.

In the course of this study, the researcher faced the problem of combining work

with academics. This put a lot of pressure on the researcher who was inexperienced in

the research field. Hence a comprehensive study was not done. The researcher works at

Asutifi North District Assembly and so travelling every week to see the supervisor was

time consuming and caused undue cost on transportation. As it is very difficult to get

official information from public organisations in Ghana, the researcher went through

bureaucratic processes which was in effect time consuming and frustrating. In all these,

the researcher ensured that a valid study was ensured.

1.7 Organisation of ChaptersThis study consist of five chapters. Chapter one gives an introduction to the

whole study. The chapter consists of the background of the study, problem statement,

research objectives and questions, significance of the study, scope and limitations of the

study, and organisation of the chapters. Chapter two of the study reviews relevant

literature on HRM practices and organisational performance. Sub-topics considered

include: Introduction, Theoretical Framework, District Assembly Concept in Ghana,

The role of Metropolitan/Municipal/District Assemblies, HR Problems in the District

Assemblies, Factors that influence HR capabilities at the District Assemblies, HR

functions, HRM Practices, Employee Job Performance, HRM Practices and Employee

Job Performance, Organisational Performance, Human Resource Management and Firm

Performance, and Empirical Evidence. Chapter three is about the methodology used in

gathering the relevant data for the study. Sub-topics seen under this chapter are

introduction, profile of study area, study type, study variable, study population, sample

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size and sampling technique, research design, data collection tools/instruments, data

analysis method, ethical consideration. Chapter four looks at presentation of results and

discussion. Chapter five looks at conclusions and recommendations.

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CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction This chapter reviews relevant literature from text books, journals, articles and

other publications that are relevant to assessment of HRM practices and organisational

performance. It specifically looks at HRM practices, problems of HRM practice, and

the impact of HRM practices on performance.

2.2 Theoretical Framework The relationship between HRM practices and performance has been studied by

focusing on several models fronted by a number of researchers. Consequently a number

of theories relevant in this relationship need to be explained and applied in the context

of HRM practices and firms performance. Various models linking Human Resource

Management to organizational performance have been formulated by several authors

(Becker et al. 1997: Guest 1997: Appelbaum et al. 2000). Notably these models have

distinct approaches to the study of the link between HRM and performance. These

include: (i) Appelbaum Model - Appelbaum et al. (2000) model has three boxes. The

first box covers high performance work systems and includes ability, motivation and

opportunity to participate. The next box contains effectively discretionally while the last

box reflects the plant performance. (ii) Becker Model - Becker et al. (1997) model

addresses the design of HRM system. The model has seven boxes starting with business

and strategic initiatives and ending with market value. (iii) Guest Model - Guest et al.

(1997) identifies a model that links Human Resource Management and performance.

The model has financial performance as the indicator of performance. This research will

approach performance on two fronts. Such includes financial performance and human

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resource effectiveness. This is due to the fact that the field of Human Resource

Management is against using human resources as vehicle of achieving financial

performance without considering issues that make human resources committed,

satisfied and happy.

Several theories were important in this research. One of this is the human capital

theory. Torrington (2008) explains that human capital signifies the combined

intelligence and experience of staff as a source of competitive advantage that cannot be

imitated by rivals. This theory has implications thus for attracting, engaging, rewarding

and developing people in organizations. The theory has cross cutting significance in

HRM practices. In the context of the current study Human capital theory will be the

umbrella theory to underpin this study. It is useful in the context of financial

cooperatives because HRM practices to be studied in this research must ensure these

organizations attract and retain employees. Investments in Human resources in financial

cooperatives need to be done by the use of training practices.

Additionally, this study was underpinned by the expectancy theory. Armstrong

(2010) discusses this theory. In the expectancy theory, motivation is likely to be when

there is a perceived and usable relationship between performance and outcome, with the

outcome being seen as a means of satisfying needs. In other words a there must be a

link between a certain reward and what has to be done to achieve it. This theory is very

important in the context of this research. The theory is instrumental especially when

financial cooperatives are designing performance based pay. Reason for this is that

management of financial cooperatives needs to design performance based pay so as to

ensure these organizations continue to improve their performance. In the Kenyan

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context, financial cooperatives are aiming to offer services that have been a preserve of

banks. To compete favorably with banks, financial cooperatives need not only to offer

competitive rewards but also to go an extra mile to link some categories of rewards to

performance.

To understand performance management practices, the goal theory was adopted

in this study. According to Mullins (2010) the goal theory has implications for

managers. To direct behavior and maintain motivation, performance goals should be

identified and set to direct behavior. To ensure high performance, goals should be set at

a challenging but realistic level. Additionally, to guarantee high performance, feedback

must be given as means of checking goals attainment and a basis for any revision of

goals. Lastly, when goals are set by other people for instance managers, participation of

those tasked with achievement of goals is of paramount importance. The implications

discussed above can be used by financial cooperatives so as to design a performance

management system which is appropriate and also to ensure high performance.

Attraction selection attrition theory was adopted in this research as it explains why

people are attracted to organizations.

In most cases recruitment and selection practices are carried out after initial

attraction of employees to the organization. It must also be stated that attraction is

bidirectional. This is to say that the organization before recruiting and selecting

candidates for positions also gets attracted to a pool of talent with specific attributes that

might be existing outside the organization. The Attraction selection theory is relevant to

this research as it explains attraction, selection and retentions of employees by

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organizations. According to Schneider (1987) organizations attract, select, and retain

those people who share their values.

2.2.1 District Assembly Concept in GhanaDA is a local government structure with a population of between 75,000 and

95,000. A District Assembly consists of the District Chief Executive, who is the chief

representative of central government in the district, elected and appointed assembly

members and the Member(s) of Parliament representing constituencies in the district.

Local governance in Ghana has gone through various reforms since the

introduction of native authorities by the colonial government in 1878. In 1988, the

assembly system of local government was introduced, making the assembly the highest

political, executing and administrative authority at the local level and giving the

regions, coordinating, supervising and monitoring responsibilities. District Assemblies

are variously called Metropolitan, Municipal and District Assemblies (MMDAs). Their

demarcation is based on population size. A metropolitan assembly is a local government

unit with a population of 250,000 and above. Municipal assembly has a population of

95,000 and a District assembly has a population of 75,000.

Before February 2008, there were 138 Assemblies in the country made up of

four (4) metropolitan assemblies, ten (10) municipal assemblies and one hundred and

twenty four (124) district assemblies. However, on 29th February, 2008, the President

of the Republic, John Agyekum Kuffuor through an executive instrument created

twenty-seven (27) new districts and four (4) municipalities. Twenty-seven existing

districts and two municipalities were also upgraded bringing the total number of

Metropolitan, Municipal and District Assemblies (MMDAs) to one hundred and sixty-

nine (169).

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2.2.2 The role of Metropolitan/Municipal/District AssembliesAmong other things, Metropolitan/Municipal/District Assemblies were created

to perform the following deliberative, legislative and executive roles. These roles are

listed under section 10 of the Local Government Act, 1993, Act 462 as follows; (i) Be

responsible for the overall development of the District and shall ensure the preparation

and submission to the government for approval of the developmental plan and budget

for the district. (ii) Formulate programmes and strategies for the effective mobilization

and utilization of human, physical, financial and other resources in the district.

Furthermore, (iii) Promote and support productive activity and social

development in the district and remove any obstacles to initiative and development. (iv)

Initiate programmes for the development of basic infrastructure and provide municipal

works and services in the district. (v) Be responsible for the development, improvement

and management of human settlement and the environment, improvement and

management of human settlements and the environment in the district.

Again, (vi) In co-operation with the appropriate national and local security

agencies, be responsible for the maintenance of security and public safety in the district.

(vii) Ensure ready access to the courts and public tribunals in the district for the

promotion of justice. (viii) Initiate, sponsor or carry out such studies as may be

necessary for the discharge of any of the factions conferred by this law or any other

enactment. ix. Perform such other functions as may be referred to it by the government.

2.2.3 HR Problems in the District AssembliesThe government’s ability to achieve its goals and the important functions of the

assemblies as enacted by law depends heavily on the performance, honesty and

motivation of employees at the various departments within the assemblies. Rosenbloom

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and Kravchuck (2009) remarks “although we think in terms of institutions and

principles, in the final analysis, organizations and government are not charts and words

on pieces of paper or monitors; they are made up of people, and it is necessary

somehow to organize the conditions of their employment”.

In all the local government structures, especially the decentralized departments

and agencies of the assemblies, well-trained and highly motivated employees is a vital

tool in achieving organizational objectives and goals. This point was noted by President

John Agyekum Kuffuor (MLGRD, 2005) “my government will continue to strengthen

the capacity and capability of local government institutions with appropriate…

manpower and technical logistic support to facilitate the performance of devolved

functions”.

Most of the negative findings on decentralization programmes are attributed to

implementation failures. This situation is mostly as a result of poor quality of staff at the

district levels. In Ghana, this situation is attributed to a host of factors worthy of

mentioning. First, it is the refusal or reluctance of some staff to accept postings to some

districts, particularly the deprived ones, which Ghanaian bureaucrats refer to as „bush‟.

Secondly, frequent change of governments and government interferences which often

result not only in the massive transfer and replacement of staff but also retrenchment in

what is known in political parlance as “proceed on leave” also affects the human

resource base and capacity of some decentralized departments.

Ayee (2003), notes that there has not been a systematic or holistic approach to

dealing with issues and problems of capacity building initiatives towards local

government. Interventions toward capacity building have been piecemeal, adhoc and

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most of the time, retroactive. Capacity building interventions have been mainly

classroom and standardized training for leading personnel. This contrasts with a

capacity building approach, which is consistent, functional and holistic. It also involves

team coaching and training for all relevant actors who should ensure proper functioning

of the District Assemblies.

2.2.4 Factors that influence HR capabilities at the District AssembliesMotivation and satisfaction constitute the physical, psychosocial and economic

factors of work. Thus, the HR capacities at the DAs are influenced by economic,

physical, psychosocial and skill related other factors. If these factors are lacking then

the HR capacities of the DAs are likely to be affected adversely (Wood, 2000; World

Bank, 2005). The physical component of the determinants includes the physical work

environment such as ventilation, tables and chairs for the office, housing for the

workers, and workload (Noe, 2005).

The economic factors may include the level of pay and benefits, options for

career mobility, and degree to which merit is recognized or unsatisfactory performance

penalized. This view has also been supported by Donahue, Selden and Ingraham (2000)

and Steffensen, Tidemand and Ssewankambo (2004). Donahue, Selden and Ingraham

(2000) explain further that effective motivation at the DA level typically rests on the use

of appropriate monetary and nonmonetary rewards and incentives, better performance

appraisal system, and sound mechanisms that facilitate employee feedback. When better

remunerations are available for staff, retention rates become high leading to quality HR

capacities at the DAs (Antwi, Cusworth & Anaolui, 2007).

There are also psychosocial factors that influence employee retention. In every

social set up, like an institution, there are role expectations. It is this role expectation

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which helps members to predict the behavior of one another. Thus any disruption to the

system of role expectation may result in disintegration of the entire organization (Antwi

& Analoui, 2008). Workers and administrators can be viewed as members of the same

system. In their administrative interaction, when discrepancy arises between what the

staff expect the administrators to do and what he/she actually does, the workers will be

confronted with the issue of finding a basis for predicting the behavior of the

administrator (Schuler & Jackson, 1995; Steffensen et al., 2004).

In his attempt to appreciate the relevance of job satisfaction in organizations,

Mullins (2007) argues that workers who perceive the behavior of an administrator as

being in consonance with their expectations would want to be satisfied with the work

situation. Contrarily, workers whose expectations are not consistent with that of an

administrator would more likely be dissatisfied with their job, hence their capacities to

willingly work towards organizational goal attainment (Noe, 2005). Similarly, job

satisfaction has been found to be a crucial factor in the HR capacities of the DAs.

Where satisfaction is high, workers tend to work hard for the growth of the DAs (Antwi

& Analoui, 2008).

2.2.5 HR functionsHR functions are the key policies, programmes and practices designed in

response to organizational goals and contingencies, and managed to achieve those goals

(Bratton and Gold, 2003). The primary goal of HR functions are acquiring employee’s

services, developing their skills, motivating them to high levels of performance, and

ensuring that they continue to maintain their commitment to the organization.

Armstrong (2001) notes that HR functions specialize in matters connected with the

management and development of people in organizations. They may be concerned in

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any or all of the areas of HRM such as organizational design and development, human

resource planning, recruitment and selection, training and development, employee

relations, employee reward, health and safety, welfare, human resource administration,

fulfillment of statutory requirements, equal opportunity issues and other matters

concerned with employment relationship. The overall role of HR function is to enable

the organization achieve its objectives by taking initiatives and providing guidance and

support on all matters relating to its employees.

This implies variations in the role of HR function in different organizations.

According to Hailey (1998) cited in Armstrong (2001), HR could be regarded as

chameleon function in the sense that diversity of practices suggests that contextual

variables dictate different roles for the function and different practices of people

management.

2.2.6 HRM PracticesStudies show that HRM plays an important role in formulating and

implementing organisational strategy. Myloni et al., (2004) found that also HRM can be

seen as part of the overall strategy of the firm. The increasingly importance of HRM in

strategy has then led the HR managers to be part of the decision makers while

formulating and implementing strategy. Rozhan and Zakaria, (1996) study of Malaysian

firm provides some evidence of HR managers having an involvement in the strategy

formulation process.

Although sets of innovative HR practices have been proposed to enhance

effectiveness in organizations and to retain talented employees (Dessler, 1999), the

configurations of such practices are narrowly focused and these suggestions are often

not theoretically grounded.

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The conceptual model of Lawler (1986) may be a good starting point. This

model suggests that four organizational practices may influence work-related attitudes

and behaviors, namely, information-sharing, empowerment, competence development

and reward. However, studies have shown that reward is a complex process that may

not be fully understood without taking into account some of its underlying dimensions,

namely the distributive, procedural and non-monetary recognition aspects (Milkovich

and Newman 1998).

Most research suggests that HRM is vital in order for an organisation to achieve

organisational success (Barney, 1991; Jackson and Schuler, 2000; Pfeffer, 1994).

Typically, HRM is considered to be vital in order for an organisation to achieve its

success by enabling the organisation to sustain competitive advantage. Literatures on

strategic HRM even indicate that HRM practices and systems contribute to the creation

of a sustained competitive advantage for the firm (Arthur, 1994; Gerhart and Milkovich,

1992; Huselid, 1995; Macduffie, 1995; Terpstra and Rozall, 1993). As a result, it is

important that a firm adopt HRM practices that make use of its employees. A number of

researchers have found a positive impact of HRM on organisational performance. For

instance, Becker and Gerhart (1996), Becker and Huselid (1999), and Dyer and Reeves

(1995) empirical studies found that firms which align their HRM practices with their

business strategy will achieve superior outcomes. MacDuffie (1995) studies worldwide

auto assembly plants found that some HRM practices are related to productively and

quality of the firm.

Delery and Doty (1996) found significant relationships between HRM practices

and accounting profits among banks. Youndt et al (1996) found that certain

17

combinations of HRM practices are related to operational performance of

manufacturing firms. Guthrie (2001) surveyed in New Zealand corporations found that

HRM practices are related to turnover and profitability of the corporations. More recent

empirical study on HRM practices (Lee and Lee, 2007) uncovered six underlying HRM

practices on business performance, namely training and development, teamwork,

compensation/incentives, HR planning, performance appraisal and employee security

help improve firms’ business performance including employee’s productivity, product

quality and firm’s flexibility. This study reveals that three items of HRM practices

influence business performance: training and development, compensation/incentives,

and HR planning.

However, some other researches also show that certain HRM practices have

significant relationship with operational (employee’s productivity and firm’s flexibility)

and quality performance outcomes (Chang and Chen, 2002; Ahmad and Schroeder,

2003; Kuo, 2004). These research evidence shows that effective HRM practices can

have positive impact on business performance. Using data from 197 Taiwanese high-

tech firms Chang and Chen (2002) conducted a comprehensive study to evaluate the

links between HRM practices and firm performance. This study reveals that HRM

practices including training and development, teamwork, benefits, human resource

planning, and performance appraisal have significant effect on employee productivity.

This study also found benefits and human resource planning have negative relationship

with employee turnover.

To generalize the efficacy of seven HRM practices by Pfeffer (1998) Ahmad

and Schroeders (2003) found the seven HRM practices such as employment security,

18

selective hiring, use of teams and decentralization, compensation/incentive contingent

on performance; extensive training, status difference and sharing information have

significant relationship with operational performance. Kuo (2004) adopted 11 HRM

practices found that employment security, team working and incentive compensation

are regarded as three of the main practices for impacting hospital performance.

2.2.7 Employee Job PerformanceEmployee Job performance has been a concern for organizations and

researchers. For decades, researchers have been looking for different ways to enhance

Employee Job Performance. Job performance refers to “behaviours or actions that are

relevant to the goals of the organization in question” (McCloy, Campbell, & Cudeck,

1994). Performance is a multi-dimensional variable in which every job has distinct

performance components (McCloy et al., 1994). Porter and Lawler (1968) argued that

attitudes influence performance. For example, Christen, et al. (2006), Cohrs, et al.

(2006), Rayton (2006), and Zhang and Zheng (2009) found evidence that job

satisfaction – an attitudinal variable – influences job performance – a behavioural

variable. In their empirical study, Lawler and Porter (1967) reported that “satisfaction of

higher order needs would be the most closely related to performance”. Although the

causal direction between job satisfaction and job performance is still not resolved,

Judge, Thoresen, Bono and Patton (2001) found that the average true correlation

between job satisfaction and job performance was estimated to be 0.30.

2.2.8 HRM Practices and Employee Job PerformanceEarly studies linked individual HRM practices such as training, selection,

performance appraisal and compensation to firm financial performance (Milkovich,

1992; Huselid, 1995; Guest, 1997). Research has led to the identification of a number of

19

Human Resource Management practices that contribute to performance across different

organizations (Huselid, 1995). In a literature review, Delery & Doty (1996) identified

seven such practices that have been consistently considered HRM practices. They

defined HRM practices as those that are theoretically or empirically related to overall

organizational performance. These practices include internal career opportunities,

formal training systems, results-oriented appraisals, employment security, participation,

job descriptions, and profit sharing.

The relationship between Human Resource practices and work out comes is an

increasingly researched topic in human resource management (e.g. Edgar & Geare,

2005; Truss, Gratton, Hope-Hailey, McGovern & Stiles, 1997). More specifically,

HRM is hypothesized to fulfill employees’ needs which enhances favorable attitudes,

and subsequently improves performance outcomes (Edgar & Geare, 2005; Kuvaas,

2008; Meyer & Allen, 1997). This is consistent with social exchange theory (SET)

which argues that HRM practices contribute to positive exchange relationships between

employee and employer – especially when the needs of individual workers are

considered – to which employees reciprocate with favourable attitudes and behaviour

(Gould-Williams & Davies, 2005).

Luna-Arocas and Camps (2008) found HRM practices such as training,

empowerment, rewards, job enrichment, and job stability to affect turnover intention

through job satisfaction and organizational commitment. Similarly, Saks, and Rotman

(2006) found that while job characteristics such as autonomy and feedback foster work

engagement, a higher level of work engagement subsequently lowers employees’

intention to quit.

20

Previous studies have also shown that implementing HRM practices is an

important means through which favourable outcomes can be fostered. For example, the

presence of strong recruitment and selection practices, promotional opportunities,

grievance resolution mechanisms, flexible benefit plans, employee responsibility,

autonomy, and team work were found to relate positively to organizational commitment

while compensation cuts were negatively associated with organizational commitment

(Caldwell, Chatman & O’Reilly, 1990; Fiorito, Bozeman, Young & Meurs, 2007;

Gould-Williams & Davies, 2005; Heshizer, 1994). In addition, satisfaction with and

perceived adequacy of career development, training opportunities, and performance

appraisal were established as predictors of organizational commitment (Kuvaas, 2008).

2.2.9 Organisational PerformanceThe Chartered Institute of Personnel and Development suggested that high

performance working could be understood as having the following characteristics:

Achievement of organisational objectives, innovation in quality and customer

satisfaction, customer and continuous improvement focus, viewing the work place as a

source of added value, clear links between training and development and organisational

objectives, support for organisational and individual learning and use of self-managed

work teams. (Stevens and Ashton, 1999 as cited by John Martins, 2010). Organisations

that invest in its employees are more effective, efficient and flexible.

Organisations should endeavour to attain a kind of positive ‘fit’ between

manpower, work, information and technology, by so doing it will increase employees’

skills and abilities, loyalty and motivation and also affect positively firm performance.

Delaney and Huselid (1996) stated that employee participation and empowerment as

well as extensive employee training, and related HRM practices can improve

21

organisational performance. Active participation of employee in organisational affairs

will positively affect innovation and employee loyalty.

There are many objective performance indicator that can be used in measuring

organisational performance as stated by Huselid (1995) and this include return on sales,

productivity by employee, and profit per employee.

2.2.10 Human Resource Management and Firm PerformanceInvestigations on the link between HRM and organizational performance as

extensively been done in the US and the UK. Several authors point out that research

needs to be conducted in others contexts (Ericksen & Dyer, 2005; Wright et al., 2005).

Research on HR practices and their link to firm’s performance in most cases do

not address the issue of horizontal integration and vertical alignment. This is centrally to

HRM principle of synergetic relationship among various practices. Indeed there is a

need to have measures of the contribution of synergetic relationship of these practices to

performance of the organization. Additionally their link to overall business strategy and

consequently effect on performance should be addressed.

The relationship between HR practices and performance can be investigated in

various ways. First independent HR practices and their contribution to organizational

performance can be investigated. Importantly, synergetic relationship among the HR

variables and contribution to organizational performance should be explored.

Koca & Uysal (2009) researched on HRM practices and firms performance and

found out that HRM practices have a strong relationship with organizational

performance but weak relationship with market performance. Additionally, Khan

(2010) investigated the effects of HRM practices and found a positive significant

relationship between practices and organizational performance.

22

Uysal and Koca (2009) found out that recruitment, training and performance

based pay all have a significant positive relationship with organizational performance.

Additionally khan (2010) investigated and found asignificant positive relationship

between recruitment and selection, training and development, performance appraisals

and compensation on one hand and organizational performance on the other.

2.3 Empirical Evidence A study by Abubakar (2013) on assessing the effects of Human Resource

Management (HRM) practices on employee job performance: a study of usmanu

danfodiyo university sokoto with the objective to examine the effects of Human

Resource Management practices on employees’ job performance in Usmanu Danfodiyo

University, Sokoto found that, some not all the HRM Practices correlates significantly

with employee job performance even though all are related. It was however suggested

that constant review of the HRM practices for organizations to move with time should

be employed.

Boohene (2011) on the effect of Human Resource Management Practices on

Corporate Performance: a study of Graphic Communications Group Limited with the

objective to assess whether GCGL’s human resource management practices,

particularly recruitment and selection, performance appraisal, remuneration, and

training and development practices influence its performance. Simple random sampling

was used to select one hundred employees from GCGL. T-tests were carried out to

examine the relationship between the selected HR practices and corporate performance.

The results revealed that, from the perceptions of the respondents, there exists a positive

relationship between effective recruitment and selection practices, effective

performance appraisal practices and GCGL’s corporate performance.

23

Asiedu-Appiah et al. (2010) on the Effect of Human Resource Management

Practices on employee retention in Ghanaian construction industry with the aim of

determining the most important human resource management practices, the most

frequent human resource management practices and which human resource

management practices influenced job retention observed that empirical support for the

importance of recruitment and selection, training and development, human relationship,

employee communication “health, safety and warfare”, recognition and reward,

compensation and incentives and performance appraisal on “employee retention” in the

construction industry of Ghana. Thirteen human resource management practices were

found to be very important in influencing employee retention within the construction

industry in Ghana. These are good recruitment advertisement, accuracy of person

specification, management encouraging employee counseling, opportunity to participate

in the policies which guide and rule working lives, opportunity for employees to air

their views, appointment of safety officer, provision of first aid, canteen facilities,

management bearing full treatment cost of injuries sustained at the workplace, praise

and appreciation of good work done, fairness of pay, payment of tools allowances, and

job security and competencies based or skill based pay.

24

CHAPTER THREE

METHODOLOGY

3.1 Introduction This chapter describes how the study was conducted. The chapter also presents

the profile of the study area, study type, study variables, study population, sampling size

and sampling techniques, research design, data collection tools/instruments, data

analysis, and ethical considerations.

3.2 Study DesignSaunders et al. (2007), defines research design as the general plan of how the

research questions would be answered. The research design employed was descriptive

because the study is non-experimental, and the researcher wants to portray an accurate

profile of HRM practices on organisational performance in Asutifi North District

Assembly. The researcher attempted identify the HRM practices in place at Asutifi

North District Assembly, identify HRM practice problems at Asutifi North District

Assembly and investigating the impact of HRM practices on Asutifi North District

Assembly performance. The study was operated within a specific time frame with the

view to recount the actual situation at Asutifi North District at the time of the study.

3.3 Study TypeThe type of study was descriptive. In this case, the researcher was able to give

an accurate account of the situation which was the intention of the researcher and this

support the view of Robson, (2002: 59) who states that the objective of descriptive

research is ‘to portray an accurate profile of persons, events or situations’.

3.4 Study AreaThe Asutifi North District Assembly is one of the twenty-two (22)

Municipal/District Assemblies in the Brong Ahafo Region of Ghana. It was established

25

by L.I 1485 in 1989. The vision of the Asutifi District Assembly is to become a highly

professional local government body responsible for the provision of municipal services

such as education, water, sanitation and health facilities with other development

partners and consolidate agriculture as the lead productive sector while supporting the

development of other economic activities with the core purpose of improving the living

conditions of the people. The Asutifi District Assembly exist to facilitate improvement

in the living standard of the people through the formation and harnessing of resources

for the provision of the needed infrastructure and services.

Asutifi North District is located between latitudes 6°40’ and 7°15’ North and

Longitudes 2°15’ and 2°45’ West.  The district capital is Kenyasi, which is about 50km

from Sunyani, the regional capital of Brong Ahafo, through Atronie and Ntotroso. It

shares boundaries with Sunyani Municipal in the North, Tano South District to the

North East, Dormaa Municipal to North West, Asunafo North Municipal and Asunafo

South District in the South West and Ahafo Ano South and North Districts (Ashanti

Region) in the South East. The district has a total land surface area of 900 Sq. km with a

total number of 66 settlements.

The district has 36 Assembly members comprised of 24 elected members and 12

appointed members. There is also one Members of Parliament (MP) and one DCE. The

district has 4 area councils and 1 town council. They are as follows: Town/Area

Councils: Kenyasi No. 1, Gambia, Goamu, Ntotroso; Town Council: Kenyasi No. 2.

The urban settlements are as follows: Kenyasi and Ntotroso. The district population is

estimated at 84,475 in 2000 (National Population and Housing Survey 2000).

26

The main economic activity of the people in the district is agriculture which

employs about 51% of people. The main language spoken in the district is Twi.

3.5 Study PopulationThe study population in research means the entire group of persons that have the

characteristics that interest the researcher. The target population of the study was all the

employees working in the Asutifi North District Assembly, the district capital of

Kenyasi. This comprised management and staff at post. According to Brenya (2015),

the HR manager at Asutifi North District Assembly, there are 127 staff at post with

management being 15 and 112 Staff.

3.6 Sample/ Sampling TechniquesKitchenham (2002) defines sampling as the process of selecting units (e.g.,

people, organizations) from a population of interest so that by studying the sample a fair

generalization is made based on the result. In this regard, the total population (127)

comprised two separate samples – management and staff, and so the researcher used

purposive and simple random sampling. According to Oliver (2013), purposive/

judgmental/selective/subjective sampling is a form of non-probability sampling in

which decisions concerning the individuals to be included in the sample are taken by the

researcher, based upon a variety of criteria which may include specialist knowledge of

the research issue, or capacity and willingness to participate in the research. The

researcher also employed simple random sampling - a sampling scheme with the

probability that any of the possible subsets of the sample (staff) is equally likely to be

the chosen sample. Simple random sampling was used to avoid bias. However, this was

followed by the availability of a sampling frame.

27

3.6.1 Sampling Frame It is a list of all those within a population who can be sampled, and may include

individuals, households or institutions (Carl-Erik et al., 2003). In this regard, the

sampling frame for this study was the total population (127) comprising of two separate

samples – management and staff of Asutifi North District Assembly.

3.6.2 Sample SizeAccording to Shapiro (2013), the sample size of a survey most typically refers to

the number of units that were chosen from which data were gathered. In an effort to

determine the sample size, the researcher used Rexroat et al. (1992) formula:

n = N

1+N (a2) ;

[Where n=sample size, N=Sample frame (127) and α=margin of error (0.07) or 93%

Confidence level]

n =

N

1+N(a2) n =

127

1+127( 0. 0 72) n= 78

n = 78 N= 127 a= 7% 1= constant

Out of the 78 sample size (n = 78), the researcher purposively chose 10

management members and the rest 68 formed the staff members making a total of the

78 officials.

3.7 Data Collection ToolsThis study used both primary and secondary data sources. The secondary data

was based on information from journals, books, internet, pamphlets and articles that

were of much relevance to HRM practices and organisational performance. Primary

data, on the other hand which formed the core of the data analysis was collected by way

of a questionnaire. A structured questionnaire was used to collect data from the

28

management of Asutifi North District Assembly on the HRM practices in place at

Asutifi North District Assembly and the HRM practice problems at Asutifi North

District Assembly. Another set of questionnaire was used to collect data from the staff

on the impact of HRM practices on their performance at Asutifi North District

Assembly. The researcher’s supervisor pretested the questionnaire to ensure its validity

and reliability to the research objectives and questions before administration. The

questionnaire contained both closed and open ended questions. A sample of the

questionnaire can be found at the appendix of this study.

3.8 Data Analysis MethodBoth quantitative and qualitative methods were employed in the data analysis.

For the quantitative aspect, Statistical Package for Social Science (SPSS) and Microsoft

Excel were used. These programmes contained both nominal and ordinal scales. The

results were presented in the form of charts and tables with their corresponding

descriptive statistics. Finding and conclusions were therefore drawn from the study.

3.8.1 Study VariableA variable is anything that can take on differing or varying values. The values

can differ at various times for the same object or person, or at the same time for

different objects or persons (Sekaran et al., 2010). The variables in this study include

HRM practices, HRM practice problems, and impact of HRM practices.

3.9 Ethical ConsiderationsEthics in business research refers to a code of conduct or expected societal norm

of behaviour while conducting research. Ethical conduct applies to the organization and

the members that sponsor the research, the researchers who undertake the research, and

the respondents who provide them with the necessary data. Ethical conduct should also

be reflected in the behaviour of the researchers who conduct the investigation, the

29

participants who provide the data, the analysts who provide the results, and the entire

research team that presents the interpretation of the results and suggests alternative

solutions. Thus, ethical behavior pervades each step of the research process – data

collection, data analysis, reporting, and dissemination of information on the Internet, if

such an activity is undertaken (Sekaran et al., 2010).

Before the conduct of the research, the study was approved by the Faculty of

Economics and Business Administration of Catholic University College of Ghana,

Fiapre (CUCG). The researcher created awareness to the respondents that any

information that they provided was not going to be used against them but treated with

all confidentiality to help bring out the HRM practices in place at Asutifi North District

Assembly, HRM practice problems at Asutifi North District Assembly, and the impact

of HRM practices on Asutifi North District Assembly performance. Data collected was

only used for the intended objective of the research and the respondents were made to

understand that there was much confidentiality with matters that needed to be treated as

such. In the case of secondary data, all data used was properly cited.

30

CHAPTER FOUR

DATA PRESENTATION AND DISCUSSION

4.1 Introduction

This section of the study detailed the results analysed from the responses

obtained from the respondents. The data were presented descriptively in the form of

tables and charts and organised according to the objectives of the study.

4.2 Presentation of Results

4.2.1 Presentation of Results for Management4.2.1.1 HRM practices in place at Asutifi North District Assembly

Table 1: Conduciveness of physical work environment for staff performance

Response Frequency Percent Cumulative Percent

Yes 3 30.0 30.0

No 7 70.0 100.0

Total 10 100.0 Source: Field Survey, 2015

Figure 1: Conduciveness of physical work environment for staff performance

30%

70%

YesNo

Source: Field Survey, 2015

31

From Table 1 and Figure 1 above, 3 respondents representing 30.0% admitted

that there is conducive physical work environment for staff performance while 7

respondents representing 70.0% were of contrary view.

Table 2: Degree to which merit is recognized or unsatisfactory performance penalized

Response Frequency Percent Cumulative Percent

Fair 10 100.0 100.0

Total 10 100.0 Source: Field Survey, 2015

Figure 2: Degree to which merit is recognized or unsatisfactory performance penalized

Fair, 100%

Source: Field Survey, 2015

From Table 2 and Figure 2 above, all the respondents (10) representing 100.0%

admitted that the degree to which merit is recognized or unsatisfactory performance

penalized is fair.

Table 3: View on the mode of promotion in the Assembly

Response Frequency Percent Cumulative Percent

Transparent 4 40.0 40.0

Well-structured 6 60.0 100.0

Total 10 100.0 Source: Field Survey, 2015

32

Figure 3: View on the mode of promotion in the Assembly

40%

60%

TransparentWell-structured

Source: Field Survey, 2015

From Table 3 and Figure 3 above, 4 respondents (40.0%) agreed that the mode

of promotion in the Assembly is transparent while 6 respondents (60.0%) agreed the

mode of promotion in the Assembly is well-structured.

Table 4: Factor(s) that motivate the Assembly staff to stay

Response Frequency Percent Cumulative Percent

Good relations with supervisor 1 10.0 10.0

Occupational health and safety 1 10.0 20.0Salary, opportunity for career development,

1 10.0 30.0

Good human relations with superior, Occupational health and safety , Salary, and Opportunity for career development

5 50.0 80.0

Salary, and Opportunity for career development

1 10.0 90.0

Good human relations with superior, Occupational health and safety

1 10.0 100.0

Total 10 100.0Source: Field Survey, 2015

33

Figure 4: Factor(s) that motivate the Assembly staff to stay

Good relations with supervisor

Occupational health and safety

Salary, opportunity for career development,

Good human relations with superior, Occupational health and safety , Salary, and Opportunity for career development

Salary, and Opportunity for career development

Good human relations with superior, Occupational health and safety

0 10 20 30 40 50 60

10.0%

10.0%

10.0%

50.0%

10.0%

10.0%

Field Survey, 2015

From Table 4 and Figure 4 above, 1 respondent (10.0%) admitted that good

human relations with superior, occupational health and safety motivate Assembly staff

to stay. Another 1 respondents (10.0%) admitted it is safety, and opportunity for career

development that motivate Assembly staff to stay. However, 5 respondent (50.0%)

agreed it is good human relations with superior, Occupational health and safety, Salary,

and opportunity for career development that motivate Assembly staff to stay.

Furthermore, 1 respondent (10.0%) admitted it is salary, and Opportunity for career

development that motivate Assembly staff to stay. Furthermore, 1 respondent (10.0%)

agreed it is good human relations with superior, occupational health and safety that

motivate Assembly staff to stay.

4.2.1.2 Problems of HRM practice at Asutifi North District Assembly

Table 5: Acceptance of posting to other districts particularly deprived areas

Response Frequency Percent Cumulative Percent

Yes 10 100.0 100.0

Total 10 100.0

34

Field Survey, 2015Figure 5: Acceptance of posting to other districts particularly deprived areas

Yes, 100%

Field Survey, 2015

From Table 5 and Figure 5 above, all the respondents (10) representing 100.0%

admitted employees accept posting to other districts particularly deprived areas.

Table 6: Effect of government interference in HR base and capacity

Response Frequency Percent Cumulative Percent

Transfer of staff 10 100.0 100.0

Total 10 100.0 Field Survey, 2015

Figure 6: Effect of government interference in HR base and capacity

Yes, 100%

Field Survey, 2015

35

From Table 6 and Figure 6 above, all the respondents (10) representing 100.0%

agreed that transfer of staff is the main effect of government interference in HR base

and capacity.

4.2.2 Presentation of Results for Staff

4.2.2.1 Impact of HRM practices on Asutifi North District Assembly performance

Table 7: Staff reception of training and development programme since inception as a staff at the Assembly

Response Frequency Percent Cumulative Percent

Very much 24 35.3 35.3

Not much 44 64.7 100.0

Total 68 100.0 Field Survey, 2015

Figure 7: Staff reception of training and development programme since inception as a staff at the Assembly

35.3

64.7

Very muchNot much

Field Survey, 2015

From Table 7 and Figure 7 above, 24 respondents received any form of training and

development programme since their inception as a staff at the Assembly very much

36

while 44 (64.7%) respondents did not much receive any form of training and

development programme since their inception as a staff at the Assembly.

Table 8: Staff assessment of their job performance in relation to training/development programmes received from the Assembly

Response Frequency Percent Cumulative Percent

Very high 8 11.8 11.8

High 58 85.3 97.1Low 2 2.9 100.0Total 68 100.0

Field Survey, 2015

Figure 8: Staff assessment of their job performance in relation to training/development programmes received from the Assembly

Very high High Low0

10

20

30

40

50

60

70

80

90

11.8

85.3

2.9

Perc

enta

ge o

f res

pond

ents

Field Survey, 2015

From Table 8 and Figure 8 above, 8 respondents (11.8%) assess job

performance in relation to training/development programmes received from the

Assembly very high while 58 respondents (85.3%) assess job performance in relation to

training/development programmes received from the Assembly high. Furthermore, 2

respondents (2.9%) assess job performance in relation to training/development

programmes received from the Assembly low.

37

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

This chapter presents the summary, conclusion and recommendation of the

study based on major findings. These recommendations will enable the Assembly,

business or marketing practitioners, policy makers and stakeholders to know the HRM

practices and its effect on the performance of Asutifi North District Assembly.

5.1 Summary of FindingsThis study was conducted to assess Human Resource Management practices and

organisational performance: a case of Asutifi North District Assembly; identify the

HRM practices in place at Asutifi North District Assembly, identify HRM practice

problems at Asutifi North District Assembly, and investigate the impact of HRM

practices on Asutifi North District Assembly performance. The study was therefore

based on three core variables thus; HRM practices, HRM practice problems, and impact

of HRM practices.

In identifying the HRM practices in place at Asutifi North District Assembly,

this study has brought to the fore that there is no conducive physical work environment

for staff performance at the Assembly and this view represent 7 respondents out of a

total of 10 respondents representing 70.0%. Furthermore, there is a fair degree to which

merit is recognized or unsatisfactory performance penalized at the Assembly. This view

represents all the respondents (10) representing 100.0%. Moreover, the mode of

promotion in the Assembly is transparent and well-structured. 4 respondents (40.0%)

agreed that the mode of promotion in the Assembly is transparent while 6 respondents

(60.0%) agreed the mode of promotion in the Assembly is well-structured [See Table(s)

38

1, 2, 3 and Figure(s) 1, 2, 3]. Nonetheless, good human relations with superior,

occupational health and safety, salary, and opportunity for career development motivate

Assembly staff to stay [See Table 4 and Figure 4].

In an effort to find out the HRM practice problems at Asutifi North District

Assembly, this study has brought to light that transfer of staff is the main effect of

government interference in HR base and capacity at the Assembly. All the respondents

(10) representing 100.0% agreed that transfer of staff is the main effect of government

interference in HR base and capacity [See Table 5 and Figure 5]. This finding support

the study by Ayee (2003) who observed that frequent change of governments and

government interferences which often result not only in the massive transfer and

replacement of staff but also retrenchment in what is known in political parlance as

“proceed on leave” also affects the human resource base and capacity of some

decentralized departments.

In investigating the impact of HRM practices on Asutifi North District

Assembly performance, this study has made it known that HRM practices have a

positive impact on the Assembly’s performance. Out of 68 staffs sampled at the

Assembly, 66 of them (97.1%) saw the impact of HRM practices on Asutifi North

District Assembly performance as high and very high [See Table 8 and Figure 8]. This

finding support a study by Boohene (2011) who observed that there exists a positive

relationship between HRM practices on Corporate Performance.

5.2 ConclusionThis study concludes that: (i) there is no conducive physical work environment

for staff performance at the Assembly, (ii) there is a fair degree to which merit is

recognized or unsatisfactory performance penalized at the Assembly, (iii) the mode of

39

promotion in the Assembly is transparent and well-structured and (iv) good human

relations with superior, occupational health and safety, salary, and opportunity for

career development motivate Assembly staff to stay. Transfer of staff is the main effect

of government interference in HR base and capacity at the Assembly which creates

HRM practice problems at Asutifi North District Assembly. And HRM practices have a

positive impact on the Assembly’s performance.

5.3 RecommendationsThis study has looked into HRM practices and organisational performance in

Asutifi North District Assembly. On the basis of the results of this study, the researcher

has proposed these interventions:

More training programmes should be organised by management for staff at least

twice a year to equip them with the requisite knowledge and skills to enable

them contribute their quota to the performance of the Assembly.

Management should create conducive physical work environment for staff

performance at the Assembly.

Government interference in the Assembly regarding transfer of staff should be

minimized to reduce the HRM practice problems at Asutifi North District

Assembly.

More incentives should be available for staff to motivate them perform to their

maximum.

Constant review of the HRM practices for Asutifi North District Assembly to

move with time should be employed.

40

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Appendix

Catholic University College of Ghana

(CUCG)

Consent Form

AN ASSESSMENT OF HUMAN RESOURCE MANAGEMENT PRACTICES AND ORGANISATIONAL PERFORMANCE: A CASE OF

ASUTIFI NORTH DISTRICT ASSEMBLY.

I, Felicity Ababio, final year student of CUCG, Fiapre. I am conducting a research on the topic: An assessment of HRM Practices and Organisational Performance: A case of Asutifi North District Assembly.

1. I confirm that I have read and understood the information sheet for the above study and have had the opportunity to ask questions

2. I understand that my participation is voluntary and that I am free to redraw at any time without giving a reason.

3. I agree to take part in the study

Please tick box Yes No

4. I agree to the interview being audio recorded.

5. I agree to the use of anonymised quotes in publications.

Participant Name:……………………. Date:………… Signature:………….

Felicity Ababio (researcher) Date:………… Signature:…………..

49

Questionnaire for Management

Dear Respondent,

I am a final year student of the Catholic University College of Ghana, Fiapre undertaking a study on the topic; an assessment of HRM Practices and Organisational Performance: A case of Asutifi North District Assembly. You have been selected to assist in this study. I hope you will be objective in answering the questions and by so doing you will be helping in achieving the objective of this study. This information is being collected solely for academic research purposes. The information you provide will be treated as strictly confidential.

Thank you for your participation.

Name of Respondent ……………………… Status …………………………..

Location ………………… Age …………… Gender: Male [ ] Female [ ]

Educational background: JHS [ ] SHS [ ] Tertiary [ ]

Rank of Respondent................................................ Department..................................

Years of service..........................

Tick (√) for the appropriate answer in the brackets and fill the blanks where appropriate.

PART I: HRM practices in place at Asutifi North District Assembly

1. Are personnel needs conducted regularly at the Assembly?

Yes [ ] No [ ]

2. If yes, are personnel given accommodation upon posting?

Yes [ ] No [ ]

3. Is the physical work environment conducive for staff performance?

Yes [ ] No [ ]

4. Please explain with respect to your answer in question (3)?

50

.................................................................................................................................

.................................................................................................................................

.................................................................................................................................

5. Is the level of pay and benefits satisfactory?

Yes [ ] No [ ]

6. What is the degree to which merit is recognized or unsatisfactory performance penalized?...................................................................................................................................................................................................................................................................................................................................................................................................

7. What is your view on the mode of promotion in the Assembly?

Transparent [ ] Well-structured [ ] Not transparent [ ]

[ ] Others, please specify………………………………………………………….

8. What factor(s) would motivate the Assembly staff to stay?

Good human relations with superior [ ] Occupational health and safety [ ]

Salary [ ] Opportunity for career development [ ]

[ ] Others, please specify………………………………………………………….

PART II: Problems of HRM practice at Asutifi North District Assembly

1. Do employees accept posting to other districts particularly deprived areas?

Yes [ ] No [ ]

2. What influences your answer in question (9) above?

…………………………………………………………………………………………………………………………………………………………………………

51

3. Which of the following is an effect of government interference in HR base and

capacity?

Retrenchment [ ] Transfer of staff [ ] Replacement of staff [ ]

[ ] Others, please specify…………………………………………………………

THANK YOU

52

Questionnaire for Staff

Dear Respondent,

I am a final year student of the Catholic University College of Ghana, Fiapre undertaking a study on the topic; an assessment of HRM Practices and Organisational Performance: A case of Asutifi North District Assembly. You have been selected to assist in this study. I hope you will be objective in answering the questions and by so doing you will be helping in achieving the objective of this study. This information is being collected solely for academic research purposes. The information you provide will be treated as strictly confidential.

Thank you for your participation.

Name of Respondent ……………………… Status …………………………..

Location ………………… Age …………… Gender: Male [ ] Female [ ]

Educational background: JHS [ ] SHS [ ] Tertiary [ ]

Rank of Respondent................................................ Department..................................

Years of service..........................

PART III: Impact of HRM practices on Asutifi North District Assembly performance

1. Have you received any form of training and development programme since your

inception as a staff at the Assembly?

Very much [ ] Not much [ ] Not at all [ ]

2. If yes, how many times do you receive training/development programmes in a year?

Once [ ] Twice [ ] Not at all [ ] [ ] Others, please specify……………..

3. Please indicate the type of training/development programme received?

53

…………………………………………………………………………………………………………………………………………………………………………

4. Did you have adequate guidance and encouragement from trainer(s) during the

training?

Very much [ ] Not much [ ] Not at all [ ]

5. How do you assess your job performance in relation to training/development

programmes received?

Very high [ ] High [ ] Low [ ]

6. In your own way, how do you think the Assemblies performance can be

improved?

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

THANK YOU

54