examining strategic human resource management …
TRANSCRIPT
EXAMINING STRATEGIC HUMAN RESOURCE
MANAGEMENT PRACTICES TOWARDS ORGANIZATIONAL
EFFECTIVENESS IN TANZANIA PUBLIC SECTOR: A CASE
OF SIHA DISTRICT COUNCIL
EXAMINING STRATEGIC HUMAN RESOURCE
MANAGEMENT PRACTICES TOWARDS ORGANIZATIONAL
EFFECTIVENESS IN TANZANIA PUBLIC SECTOR: A CASE
OF SIHA DISTRICT COUNCIL
By
Peter Bukelebe
A Dissertation Submitted in Partial Fulfillment of the Requirements for the Award of
the Degree of Master of Science in Human Resource Management (MSc. HRM) of
Mzumbe University
2013
i
CERTIFICATION
We, the undersigned, certify that we have read and hereby recommend for
acceptance by the Mzumbe University, a dissertation/thesis entitled Examining
Strategic Human Resource Management practices towards the Organizational
effectiveness: The case of Siha District Council, in partial fulfillment of the
requirements for award of the degree of Master of Science in Human Resource
Management (MSc. HRM) of the Mzumbe University.
……………………………………..
Major Supervisor
………………………………….
Internal Examiner
Accepted for the Board of MUDCC
…………………………………………………………
DEAN/DIRECTOR, FACULTY/DIRECTORATE/SCHOOL/BOARD
ii
DECLARATION AND COPYRIGHT
I, Peter Bukelebe, declare that this thesis is my own original work and that it has not
been presented and will not be presented to any other university for similar or any
other degree award.
Signature _________________________
Date _____________________________
©
This dissertation is a copyright material protected under the Berne Convention,
Copyright Act 1999 and other international and National enactments, in that behalf,
on intellectual property. It may not be reproduced by means in full or in part, except
for short extracts in fair dealings, for research or private study, critical scholarly
review or discourse with an acknowledgement, without the written permission of
Mzumbe University, on behalf of the author.
iii
ACKNOLEDGEMENT
First and foremost, I thank GOD for the most Gracious, the Most Merciful, who by
his kindness I’m still alive and Healthy that enabled me to accomplish this study
successfully.
Second, my heartfelt appreciation goes to my Major supervisor Doctor Boniface
Mgonja who has been a source of personal encouragement, moral support,
intellectual stimulation, and invaluable guidance throughout the preparation of this
thesis. He taught me not only how “to see the wood from the trees” but also to look
at the overall picture. He was very kind and helpful to me all the times whenever I
faced a problem.
Third, I express my deepest gratitude to HR managers, Heads of departments and
employees who are working at Siha District Council where I conducted this study.
Their contributions are highly appreciated.
Finally, my great thank goes to anybody who contributed ideally and materiality in
order to accomplish this study. My GOD bless us all and acquaint ourselves with
what we are looking for our prosperous future.
iv
DEDICATION
To the source and supplier of all potential, the Omnipotent One, the Father and Lord
of all creation, and His son, my Lord and Saviour Jesus Christ, and my personal
Counselor, the Holy Spirit.
v
LIST OF ABBREVIATIONS
AIDS - Acquired Immuno-Deficiency Syndrome
CMIE - Centre for Monitoring Indian Economy
CSOs - Civil Society Organizations
HIV - Human Immunodeficiency Virus
HR - Human Resource
HRM - Human Resource Management
ICT - Information and Communication Technology
MRDT - Malaria Rapid Diagnosis Test
NGOs - Non Government Organizations
OE - Organizational Effectiveness
OPRAS - Open Performance Review and Appraisal System
PMTCT - Prevention of Mother to Child Transmission
SDC - Siha District Council
SHRM - Strategic Human Resource Management
SPSS - Statistical Package for Social Sciences
TGDLC - Tanzania Global Development Learning Centre
TPSC - Tanzania Public Service College
UNICEF - United Nations International Children Emergency Fund
vi
ABSTRACT
The study was about examining Strategic Human Resource Management Practices
towards organizational effectiveness in Tanzania public sectors with a case of Siha
District council. The specific objectives of the study were three namely: To assess
the knowledge among employees at Siha District Council on regarding the strategic
human resources management and its importance to the organization, to identify the
Strategic Human Resource Management practices which are used at Siha District
Council and, to examine how strategic human resource management practices
contribute to the organizational effectiveness. Data were collected from 50
respondents using questionnaires, interviews, observations and documentary review.
Based on the findings, Knowledge about strategic human resource management
among employees at Siha district council seemed that, majority of respondents had
low knowledge on strategic human resource management as it attributed 52% of
responses but 48% of respondents with knowledge on SHRM acknowledged that
SHRM practices is very importance as it help to achieve organizational and
individual goals. It is evident that, although there are some of the Strategic Human
Resource Management practices at Siha District Council such as training and
development, compensations, communication system, decentralization, flexibility
and adaptability and performance appraisal, its applicability and implementation are
not satisfactory and not given a priority.
Generally, the findings of the study support that strategic human resource
management practices such as training and development, Recruitment, Performance
appraisal through OPRAS, Employee participation, Compensations system, effective
communication system, Flexibility and adaptability, and retention of employee have
a strong impact on organization effectiveness. Therefore, it concluded that, Siha
District council advised to practice fully on managing Human resource strategically
in order to operate effectively. It recommended that, the Government should make a
policy which insisting the Government institutions to operate strategically on
managing human resource in order to be effectiveness, but also Siha District council
should practice SHRM properly in order to be competitive organization.
vii
TABLE OF CONTENTS
Pages
CERTIFICATION ...................................................................................................... i
DECLARATION AND COPYRIGHT .................................................................... ii
ACKNOLEDGEMENT ............................................................................................ iii
DEDICATION ........................................................................................................... iv
LIST OF ABBREVIATIONS ................................................................................... v
ABSTRACT ............................................................................................................... vi
TABLE OF CONTENTS ......................................................................................... vii
LIST OF TABLES ..................................................................................................... x
LIST OF FIGURES ................................................................................................. xii
CHAPTER ONE ........................................................................................................ 1
INTRODUCTION AND BACKGROUND INFORMATION ............................... 1
1.1 Introduction ............................................................................................... 1
1.2 Background Information ........................................................................... 3
1.3 Statement of the Problem .......................................................................... 7
1.4 Objectives of the Study ............................................................................. 8
1.4.1 Main Objective .......................................................................................... 8
1.4.2 Specific Objectives of the Study ............................................................... 9
1.6 Significance of the Study .......................................................................... 9
1.7 Definitions of key Terms......................................................................... 10
1.7.1 Human Resource Management (HRM)................................................... 10
1.7.2 SHRM practices ...................................................................................... 10
1.7.3 Strategic HRM......................................................................................... 10
1.7.4 Organizational effectiveness ................................................................... 10
1.8 The Organization of thesis ...................................................................... 11
CHAPTER TWO ..................................................................................................... 12
LITERATURE REVIEW AND THEORETICAL ANALYSIS .......................... 12
2.1 Introduction ............................................................................................. 12
2.2 The aim of strategic human resource management ................................. 12
2.3 Theoretical Conception of strategic human resource management ........ 13
2.4 Theoretical models of SHRM ................................................................. 14
2.4.1 Contingency theory or behavioural Model.............................................. 14
2.4.2 Universalistic theory ............................................................................... 16
2.4.3 Configurationally theory ......................................................................... 17
2.4.4 Resource-based model and SHRM ......................................................... 18
2.5 Strategic HRM Practices and organizational effectiveness..................... 19
2.5.1 Integration of HRM with Corporate Strategies and Management .......... 19
2.5.2 Flexibility and adaptation ........................................................................ 20
2.5.3 Recruitment and Retention ...................................................................... 20
2.5.4 Decentralization for empowerment ......................................................... 21
2.5.5 Selection System ..................................................................................... 21
2.5.6 Training and Development System ......................................................... 21
2.5.7 Performance Appraisal System ............................................................... 22
2.5.8 Compensation System ............................................................................. 22
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2.5.9 Effective communication ........................................................................ 22
2.6 Strategic Human Resource Management and Firm Performance ........... 23
2.7 Empirical literature reviews .................................................................... 24
2.8 Conclusion ............................................................................................... 25
2.9 Conceptual Framework ........................................................................... 26
CHAPTER THREE ................................................................................................. 28
RESEARCH METHODOLOGY ........................................................................... 28
3.1 Introduction ............................................................................................ 28
3.2 Research design ....................................................................................... 28
3.3 Study area ................................................................................................ 28
3.4 Study population ..................................................................................... 29
3.5 Sample and Sampling procedures ........................................................... 29
3.6 Sample and sampling techniques ............................................................ 30
3.6.1 Purposive sampling technique ................................................................. 30
3.6.2 Random probability sampling technique................................................. 30
3.7 Data collection methods .......................................................................... 31
3.7.1 Primary data ............................................................................................ 31
3.7.1.1 Questionnaires. ........................................................................................ 31
3.7.1.2 Interviews ................................................................................................ 31
3.7.1.3 Observation ............................................................................................. 32
3.7.2 Documentary review (Secondary data). .................................................. 32
3.8 Measurement of variables ....................................................................... 32
3.9 Data Analysis .......................................................................................... 33
CHAPTER FOUR .................................................................................................... 34
PRESENTATION OF FINDINGS ......................................................................... 34
4.1 Introduction ............................................................................................. 34
4.2 Background Information of the Respondents.......................................... 35
4.2.1 Respondents by Departments. ................................................................. 36
4.2.2 Respondents by Working experience. ..................................................... 36
4.3 Knowledge among employees in Siha District Council on regarding the
strategic human resources management practices and it’s important to the
organization. ............................................................................................ 37
4.4 The Strategic Human Resource Management practices which are used in
Siha District Council ............................................................................... 40
4.5 How strategic human resource management practices contribute the
organizational effectiveness? .................................................................. 52
CHAPTER FIVE ...................................................................................................... 60
DISCUSSION OF THE FINDINGS ....................................................................... 60
5.1 Introduction ............................................................................................. 60
5.2 Theoretical implications .......................................................................... 60
5.3 Practical implications .............................................................................. 62
CHAPTER SIX ........................................................................................................ 63
SUMMARY, CONCLUSSION, AND RECOMMENDATIONS ........................ 63
6.1 Introduction ............................................................................................. 63
6.2 Summary of Findings .............................................................................. 63
6.3 Conclusion ............................................................................................... 66
6.4 Recommendations ................................................................................... 66
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REFFERENCES ...................................................................................................... 68
APPENDICES .......................................................................................................... 77
Appendix I: Organization Structure for Siha District Council ........................ 77
Appendix II: Questionnaire for Staff ................................................................ 79
Appendix III: Questionnaire for HR Officers and Heads of Departments. ........ 86
Appendix IV: Interview Guide for Managerial Cadres and Other Staff ................ 93
Appendix V: Data Coding Key ......................................................................... 95
x
LIST OF TABLES
Pages
Table 1: Distribution of Respondents ................................................................. 30
Table 2: Distribution of Data Collection Tools. ................................................. 34
Table 3: Respondents by Occupation .................................................................. 35
Table 4: Distribution of Respondents and Their Working Experience ............... 36
Table 5: Distribution of Respondents by the Meaning of Strategic Human
Resource Management [N=40] ............................................................. 37
Table 6: Responses Whether Siha District Council Practices on Strategic Human
Resource Management. [N=50] ............................................................ 40
Table 7: Distribution of Respondents by SHRM Practices Undertaken by Siha
District Council ..................................................................................... 41
Table 8: Distribution of Respondents Whether OPRAS Is Implemented by the
District Council. [N=50] ....................................................................... 42
Table 9: Distribution of Respondents Whether Training and Development
Programs Are Implemented by the District Council. [N=50] ............... 44
Table 10: Distribution of Respondents Whether the District Council Allocates
Funds for Training of the Employees. [N=10] ..................................... 46
Table 11: Distribution of Respondents Whether the District Council Provide
Compensation Such as Promotion, Reward, Bonus, Attractive Salary,
and Good Working Environment Employee [N=40] ............................ 47
Table 12: Distribution of Respondents Whether the Employees at All Levels
Were Participated in any Formal Processes Such as Problem Solving
Groups, Decision Making and Execution of Strategic Human Resource
Management [N=40] ............................................................................. 48
Table 13: Distribution of Respondents Whether the Employees at All Levels were
Participated in any Formal Processes Such as Problem Solving Groups,
Decision Making and Execution of Strategic Human Resource
Management. [N=10] ............................................................................ 49
Table 14: Distribution of Respondents Whether the Communication System in
Siha District Council is Effectiveness [N=50] ...................................... 50
xi
Table 15: Distribution of Respondents by Involvement of if HR
Managers/Officers in the Formulation and Implementation of
Organizational Strategies and the Alignment of Human Resource
Management with the Strategic Needs of the Organization. ................ 52
Table 16: Distribution of Respondents If Strategic If Strategic Human Resource
Management Practices Have an Influence to the Organizational
Effectiveness. ........................................................................................ 53
xii
LIST OF FIGURES
Pages
Figure 1.1: Conceptual Framework of the Effect of Strategic Human Resource
Management Practices on Organizational Effectiveness ................... 27
1
CHAPTER ONE
INTRODUCTION AND BACKGROUND INFORMATION
1.1 Introduction
An organization requires the utilization of a complex array of resources to grow,
survive and achieve the ultimate mission or objectives that informed its existence or
creation. The mobilization and deployment of these resources – human, financial and
material – in the right resource-mix, gives the organization leverage toward the
desired end. Of these resources, the human resource is the most potent and central,
contributing significantly to corporate bottom line and competitiveness. The
organization therefore gains sustained competitive advantage through people, the
organization workforce. Competitive advantage is simply defined as anything that
gives an organization an edge over the competitors in its market. According to Porter
(1985), the unique talents among employees, including flexibility, innovation,
superior performance, high productivity and personal customer service are ways
employees provide a critical ingredient in developing a firm’s competitive position.
There is a growing consensus that effective management of human capital is critical
to an organization’s success (Akhtar, Ding & Ge, 2008).
Governments that desire to be effective are increasingly realizing that of the varied
factors contributing to the attainment of set goals and objectives, the human resource
is the most critical. Physical assets, such as facilities, products and services or
technologies can be cloned or imitated by another organization. Human assets cannot
be duplicated and therefore, becomes the competitive advantage that an organization
enjoys.
Strategic HRM focuses on several issues including the fit between human resource
management practices and organizational strategic goals, the integration of human
resource management in the organizational strategic management, the involvement
of human resource function in senior management teams, the devolvement of human
resource practices to line managers and taking of strategic approach to employee
2
selection, compensation, performance appraisal and the value that is added to the
organizational performance by HRM. It has also been defined as the pattern of
planned human resource deployments and activities intended to enable an
organization to achieve its goals (Wright and McMahan, 1999). The latter definition
highlights the two important dimensions that distinguish SHRM from traditional
HRM. It links HR practices with the strategic management process of the firm
vertically and horizontally, it emphasizes that HR practices are integrated and
support each other.
SHRM takes human resource management a step further by emphasizing on the
linkages between an organization’s HR practices and goals and internal and external
factors that influence and shape HR choices (Martin-Alcazar, Romero-Fernandez, &
Sanchez-Gardey, 2005).
On the other hand, Cascio and Aguinis (2005) pointed out that Strategic Human
Resources Management (SHRM) is a practical step towards more comprehensive
personnel planning and development to achieve objectives and set outputs of the
organization. Hence, SHRM entails the synchronizing and integrating the
organization’s strategic business needs and plans with all those aspects stemming
from and relating to managing its personnel (Härtel, Fujimoto, Strybosch &
Fitzpatrick 2007).
In order to identify the linkage between the strategic Human resource Management
and the organizational effectiveness, Robbins, (2009) argue that, effectiveness as the
amount or extent that makes an organization realizes its goals. Robbins said the
organizational effectiveness is the main subject in organization theory and believes
that without the concept of organizational effectiveness is difficult in organization
theory.
3
1.2 Background Information
The concept of Strategic Human Resource Management (SHRM) evolved in the
1990s with an increase emphasis on a proactive, integrative and value-driven
approach to human resource management (Schuller, 1992). Strategic Human
Resource Management implies a managerial orientation that ensures that human
resources are employed in a manner conducive to the attainment of organizational
goals and mission.
Managing the human resources in the organization is the traditional responsibility of
the personnel manager, a precursor to human resource management (HRM). Other
scholars consider HRM as a natural development of personnel management practices
in the face of changing economic and business environment (Armstrong, 2004). The
people-management discipline is undergoing continuous metamorphosis, with the
recent emergence of strategic human resource management (SHRM) in organization
and management literature. In a recent review covering 30 years, Lengnick-Hall,
Andrade & Drake (2009) present an evolutionary and chronological perspective on
the development of SHRM.
The increasing pressures from the rapid changes that are occurring in the business
environment have led to a variety of responses among industrial organizations.
Globalization of production and markets, the rate of technological innovation and
fluctuation in consumer demand are among the factors that have increased the
dynamism of the competitive environment to which organizations must respond. For
instance, for Malaysian firms to survive in a global economy in the new millennium,
they need to exploit all the available resources as a means of achieving competitive
advantage. One resource recently recognized as providing a source of competitive
advantage is the human resources of the firm and it is widely accepted that people in
organizations are an important source of competitive advantage for firms (Pfeffer,
1994).
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Boswell (2006) found that organizations that implemented SHRM practices had a
strong correlation to employees who understood organizational goals, objectives, and
strategy—and understood how to contribute to them. SHRM provides an incentive
on how an organization performs. It improves the understanding of the relationship
between how organizations manage their human resources and their success in
implementing business strategies. It also affects how employees are treated, their
security, and their nature of employment and creates a sense of direction in a
turbulent environment. Moreover the influence of SHRM even reached into the
deepest ties of individuals’ relationships and like the other studies mentioned,
employees had a greater individual sense of belonging, attitude, job stress, and
retention within the organization
How well an organization performs its mission and accomplishes its goals of
program service delivery is of paramount concern. Improving administrative capacity
and especially, those aspects dealing with human resource offer the most challenge
for improving organizational effectiveness. Strategic Human Resource Management
(SHRM) enhances employee productivity and the ability of government agencies to
achieve their mission (Jules and Holzer, 2001). Integrating the use of human resource
practices into the strategic planning process enables an organization to better achieve
its goals and objectives. Civil service systems are designed to integrate the multiple
goals pursued by the public sector. While bureaucracy in the public sector can inhibit
the adoption of progressive human resource practices, they are not the necessary
rigid barriers to change.
In Tanzania, the implementation of strategic human resource management is one
among the other Public Sector Reform Program Components. Training and
development as part of their packages of improvements of systems and processes
they are undertaking. Awareness and sensitization programs are significant elements
in the implementation of the different initiatives as well as preparatory path-cleaning
exercises to limit resistance to change and to create requisite skills, knowledge and
ownership. For example, in the introduction of the Open Performance Review and
Appraisal System (OPRAS) coordinated by the Restructuring Component, ministries
5
and other governmental departments in which the new system is to be introduced
undergo training on OPRAS and then actual implementation follows which is as well
facilitated, monitored and evaluated – this is similar to the approach employed in
introducing strategic planning in Government. The Integrity and Diversity
Component to meet objectives set employ several strategies; but other than the
creation of both legal and policy frameworks to guide ethical behaviour, most
interventions are for awareness creation and sensitization on the relevance of
appropriate behaviour. This may take the form of public awareness campaigns using
the media to planned training programs combining leadership skills and ethical
conduct promotion as the subject matters for the training interventions (The
Leadership Excellence Program jointly run by the Tanzania Public Service College
(TPSC) and the Tanzania Global Development Learning Centre (TGDLC) is an
innovative example). Some components, for example, the Records Component have
identified gaps in professional training for the record management profession and
have in collaboration with TPSC and the School of Library, Archives, and
Documentation Studies developed Certificate and Diploma Courses in Records
Management and Archives. The Information Management Systems Component is
greatly responsible for the level of increased computer literacy in the public service;
it supports availability of computers and training in computer use to facilitate better
management of employment records in different government departments (Bana and
Ngware, 2005)
Performance management is one among the functions of Human Resources
Management. It attempts to link performance and individual employee or a group of
staff. This requires public organizations, managers and employees to work to
performance targets and output objectives that define individual tasks. In that
recognition, the Government of Tanzania, though its public sector reform efforts in
Tanzania, has introduced Open Performance Appraisal System (OPRAS) for staff,
including ICT skilled staff. Through, OPRAS it is now easy to identify the peak
performers amongst ICT and non-skilled to be motivated through the existing
motivational schemes. The exercise has also proved to be useful in pinpointing less
6
ICT skilled employees who in turn may require training or retraining in ICT
capabilities.
Furthermore, recruitment as one major step towards having a capable ICT workforce
is to ensure that recruitment, which is one functions of Human Resources
Management, is keenly undertaken. Therefore, That Government of Tanzania
recruitment policies clearly promulgate that ICT literacy is a pre-condition of a
person to be employed in the public service. Similarly, most of private sector firms
and Civil Society Organizations (CSOs) require ICT competence to their staff as a
must qualification. This move in turn has prompted learning institutions to include
ICT subjects in their curricula Yambesi (2012).
Moreover, Tanzania is taking a number of initiatives to ensure that training and
development which is also an important facet of Human Resources Management,
plays its vital role in building ICT capacity to its employees and society at large.
There has been a holistic approach in the Tanzania's ICT capacity development
approach since the inception of Public Sector Reform Programme. The capacity
building initiatives ranges from developing individual skills, strengthening the train
the- trainer dimension and an increased emphasis on the institutional development of
national training partners. The Government of Tanzania has been addressing two
levels of capacity development. First, a focus on individual capacities, which is taken
to mean skills and knowledge, usually acquired through technical (ICT skills) and
non-technical training workshops. The acquisition of these skills is regarded as being
a necessary, but not sufficient condition for building locally sustainable capacities.
Second, a focus on building organizational capacities, which is understood as
referring to internal structures, procedures, the collective capabilities of the staff, and
external factors in the wider institutional context, such as the policy framework. The
Government of Tanzania uses a number capacity development approaches in
ensuring that its human resource possess requisite capacity in using ICT in public
service. These trainings include train-the-trainer programmes; workshops, including
a focus on 'soft' skills such as project management; seminars and conferences and
consultancies to achieve these objectives (Yambesi,2012).
7
1.3 Statement of the Problem
Despite of the great contributions of Strategic Human Resource Management
practices on the organizational effectiveness little evidence on ways in which various
types of human resource management strategies and practices are shaped in practice
in public organizations and how their synergistic effect can impact on organizational
effectiveness. Majority of the studies on strategic HRM (mostly US based) focused
on the impact of strategic HRM practices on organizational performance of the big
business organizations. Bana (2006) reported that within the public service in
developing countries most activities of the HR offices go little beyond routine
administrative tasks of record keeping, drafting personnel procedures, pay roll, and
staff welfare.
Researchers have demonstrated that strategic human resource management was
disregarded in the Mauritian, Tanzanian and Ugandan public services. McCourt and
Ramgutty-wong (2003) studied the applicability of Strategic Human Resource
Management (SHRM) in the Mauritian civil service. They revealed that HRM in the
civil service was fragmented and the SHRM model was unfamiliar in the service.
The general literature on strategic human resource management in Africa is scant and
where available, it is not updated and mainly concludes that strategic human
resources hardly exist. The major reasons include lack of colonialists’ readiness to
prepare African managers to think strategically, a culture that does not promote the
spirit of creativity, innovation and risk taking. This is coupled with a long history of
the dominance of bureaucratic public enterprises and strong political influence and
patriotism (Kamoche et al. 2004).
But also, Dimba and K’Óbonyo (2009) argue that, the study on examining the effect
of strategic human resource management practices on organizational performance
have been conducted most especially in the developed countries. But, most of these
studies were actually based on the operations of big private business organizations.
How public sector responds to strategic HRM practices is still an unanswered
question in the literature.A study conducted at Swiss port Tanzania by Winsara
8
(2008) shows that although the company has clear vision, a mission and strategic
objectives, there were limited use of the strategic approach to human resource
management functions and the use of support instruments. For example, the language
used in performance appraisal was difficult for an ordinary employee to grasp. The
appraisal form, which is an essential instrument in appraisal, was complicated as it
was seemingly designed to meet western standards. The mainstream literature on
strategic human resource management emphasizes the need to ensure that all
employees share and own the organization vision, mission, and objectives in order to
secure employees’ commitment. At the Swiss Port, ordinary employees expressed
dissatisfaction, as they believed that the strategy of the organization had nothing to
do with what the staff expected. When one employee was asked how satisfied he was
with the job, his answer was: ‘How can we be satisfied while all the objectives,
missions and vision of the organization are for the benefit of the organization? No
simple objective touches an individual.’ Therefore, having a strategic plan, which
does not address its implications in terms of human resource management, is likely
to fail because it will fail to secure staff commitment needed to accomplish the
intended objectives.
Bana and McCourt (2007) also demonstrated that strategic HRM was not properly
implemented in Tanzania and Uganda public service. Research indicates that while
these two countries had a vision and a strategy, there was no integration of HRM
practices with the civil service policies. This study fills the identify gap through the
influence of strategic HRM practices on organizational effectiveness in the public
sector.
1.4 Objectives of the Study
1.4.1 Main Objective
The main objective of the study is to examine strategic HRM practices on
Organizational effectiveness in Tanzania public sector.
9
1.4.2 Specific Objectives of the Study
(i.) To assess the knowledge among employees at Siha District Council on
regarding the strategic human resources management practices and its
importance to the organization
(ii.) To identify the Strategic Human Resource Management practices which
are used by Siha District Council
(iii.) To examine how strategic human resource management practices
contribute to the organizational effectiveness.
1.5 Research Questions
(i.) Is there any knowledge among employees at Siha District Council on
regarding the strategic human resources management practices and
what its importance to the organization?
(ii.) What are the strategic HRM practices that are used by Siha District
Council?
(iii.) How strategic HRM practices contribute the organizational
effectiveness?
1.6 Significance of the Study
This study is very important to contribute the knowledge which can be utilized
specifically with the following:-
(i.) First; managers. They will understand and identify the important of
implementing the strategic HRM on Organizational effectiveness in Tanzania
public sectors.
(ii.) Secondly; policy Makers. Organizational policy is the one among the factors
which looks as an important tool in any organization. The Policy maker needs
to know concern the trend in National / organizational development,
diagnosis of National/ Organizational problems.
(iii.) Thirdly; academicians. This is the group of academician who shall use the
findings for future references to do further studies for the subject concerned.
10
1.7 Definitions of key Terms
1.7.1 Human Resource Management (HRM)
Human Resources Management is the process of developing, applying and
evaluating policies, procedures, methods and programs relating to the employment,
motivation, maintenance, and management of people in the organization. Human
resources management include activities like strategic HRM, human capital
management, corporate social responsibility, human resource planning, recruitment,
selection, training and development, reward management, performance management,
employee relations, health safety and employee well-being as well as provision of
employee services. It comprises a set of practices and policies designed to maximize
organizational integration, employee commitment, flexibility and quality of work
(Armstrong, 2009).
1.7.2 SHRM practices
Refers to organizational activities directed at managing the pool of human resources
and ensuring that the resources is employed towards the fulfillment of organizational
goals (Schuler & Jackson, 1987).
1.7.3 Strategic HRM
SHRM is about systematically linking people with the organization; more
specifically, it is about the integration of HRM strategies into corporate strategies.
HR strategies are essentially plans and programmers’ that address and solve
fundamental strategic issues related to the management of human resources in an
organization (Schuler,1992).
1.7.4 Organizational effectiveness
There is a growing concern about achieving excellence by the organizations. Most
organizations are able to introduce latest technology and modern processes to
achieve growth. Those organizations are likely to survive that have excellent, skilled,
experienced and dedicated manpower. To achieve this end, organizations should
empower their employees in the turbulent times. The degrees to which objectives are
11
achieved and the extent to which targeted problems are solved. In contrast to
efficiency, effectiveness is determined without reference to costs and, whereas
efficiency means "doing the thing right," effectiveness means "doing the right
thing."(Kondalkar, 2009).
1.8 The Organization of thesis
This thesis has six chapters, each chapter constitutes various parties as follows;
chapter one is an introduction of this study, within this chapter the general overview
influence of Strategic Human Resource Management (SHRM) on the organization
effectiveness were elaborated. The chapter spells out the following parts: background
to the study, statement of the problem, objectives of the study, research questions and
significance of the study. Other parts included in the organization of the study,
definition of key terms and the last part is conceptual framework.
In chapter two, various literatures related to this study are reviewed in order to
incorporate other people’s ideas to this study and identify literature gap. Both
theoretical and empirical literatures regarding the subject matter are reviewed. In the
part of theoretical literature review, main theories of SHRM are elaborated. These
theories are the base for argument as accentuated by Rahul (2008) that, for any
research field to advance it has to have its own ‘core’ theory and a set of reference
disciplines it draws on and contributes to. In empirical literature review the current
literatures related to this study are reviewed. This chapter places the problem in a
broader perspective of literature.
Chapter three described the methodology that used to gather and analyze the data
collected. Very specifically this part presents research design, area of the study,
population of the study, sample and sapling procedure, data collection method and
lastly data analysis. Chapter four described how data were presented which are tables
and texts. Chapter five presented the discussion of the findings which included the
introduction, theoretical implications and practical implications. Chapter six
presented the summary, conclusion and recommendations of study findings. Lastly
the thesis included the bibliography and appendices.
12
CHAPTER TWO
LITERATURE REVIEW AND THEORETICAL ANALYSIS
2.1 Introduction
In this chapter the researcher has to look various related literatures under the study.
Much concentration will be on the influence of strategic human resources
management on the organizational effectiveness. The main focus will be on the
theoretical ideas of scholars and the empirical evidence, then to identify the gap in
literatures in the issues discussed.
2.2 The aim of strategic human resource management
As discussed in the previous sections, Strategic HRM links corporate strategy and
HRM, and emphasizes the integration of HR with the business and its environment.
It is believed that integration between HRM and business strategy contributes to
effective management of human resources, improvement in organizational
performance and finally the success of a particular business (Schuler and Jackson,
1999). It can also help organizations achieve competitive advantage by creating
unique HRM systems that cannot be imitated by others (Barney, 1991).
Schuler (1992) states that: Strategic human resource management is largely about
integration and adaptation. Its concern is to ensure that: (1) human resources (HR)
management is fully integrated with the strategy and strategic needs of the firm; (2)
HR policies cohere both across policy areas and across hierarchies; and (3) HR
practices are adjusted, accepted and used by line managers and employees as part of
their everyday work.
Moreover, in their own contribution, Boxall & Purcell (2003) argue that SHRM is
concerned with explaining how HRM influences organizational performance. It is
obvious from this point that SHRM is based on the principles incorporating, the
concept of strategy.
13
Two core aspects of SHRM are: the importance given to the integration of HRM
into the business and corporate strategy, and the devolvement of HRM to line
managers instead of personnel specialists. Budhwar (2000) highlights a number of
benefits of integration of HRM into the corporate strategy. These include: providing
a broader range of solutions for solving complex organisational problems; assuring
the successful implementation of corporate strategy; contributing a vital ingredient in
achieving and maintaining effective organisational performance; ensuring that all
human, technical and financial resources are given equal and due consideration in
setting goals and assessing implementation capabilities; limiting the subordination
and neglect of HR issues to strategic considerations; providing long-term focus to
HRM; and helping a firm to achieve competitive advantage.
For the devolvement, Budhwar and Sparrow (2002 have highlighted the benefits of
devolvement of HRM to line managers. These include: highlighting certain issues
that are too complex for top management to comprehend alone; developing more
motivated employees and more effective control; local managers responding more
quickly to local problems and conditions; resolving most routine problems at the
‘grassroots level’; affording more time for personnel specialists to perform strategic
functions; helping to systematically prescribe and monitor the styles of line
managers; improving organisational effectiveness; preparing future managers by
allowing them to practise decision-making skills; and assisting in reducing costs by
redirecting traditionally central bureaucratic personnel functions.
2.3 Theoretical Conception of strategic human resource management
In a recent review covering 30 years, Lengnick-Hall, Andrade & Drake (2009)
present an evolutionary and chronological perspective on the development of SHRM.
The authors identify the following seven themes which influenced the development
of the field of SHRM: (1) explaining contingency perspective and fit, (2) shifting
from a focus on managing people to creating strategic contributions, (3) elaborating
HR system components and structure, (4) expanding the scope of SHRM, (5)
achieving HR implementation and execution, (6) measuring outcomes of SHRM, and
(7) evaluating methodological issues.
14
SHRM is evolving as a new approach to the management of people, and specifically
focusing on integrating the human capital to business strategy to enhance
organizational competitiveness. According to Aswathappa (2004:39), “the advent of
SHRM has brought forward the issues of linkages between the employer-employee
relationships and wider organizational strategies and corporate objectives”.
“The field of strategic human resources management has enjoyed a remarkable
ascendancy during the past two decades, as both an academic literature and focus on
management practice” (Becker & Huselid, 2006:898). The transition from the older
HR practice with focus on staff matter to a subject of re-birth which focuses on
linking people as organizational asset with the business strategy of the firm (Niehaus,
1995) means that the HR professional is performing a new and more challenging
responsibility that requires new competencies and skills. He has to think outside the
traditional organizational box of HR – and develop a radically different approach to
manage the human capital and create a fit between HR architecture and business
strategy formulation and implementation in the firm. The HR architecture, according
to (Becker & Huselid, 2006:899) “is composed of the systems, practices,
competencies, and employee performance behaviors that reflect the development and
management of the firm’s strategic human capital”.
2.4 Theoretical models of SHRM
2.4.1 Contingency theory or behavioural Model
Contingency scholars have argued that HR strategy would be more effective only
when appropriately integrated with a specific organizational and environmental
context. The best fit theory emphasizes the importance of ensuring that HR strategies
are appropriate to the circumstances of the organization, including the culture,
operational processes and external environment. HR strategies have to take account
of the particular needs of both the organization and its people. It explores the close
link between strategic management and HRM by assessing the extent to which there
is vertical integration between an organization’s business strategy and its HRM
policies and practices (Dyer, 2005).
15
Wright, McMahan and McWilliams (2004) state that vertical integration between
business strategies or the objective of the business and individual behavior and
ultimately individual, team and organizational performance is at the fore of core
models of SHRM. Moreover Little (2003) defined SHRM as the process of achieving
the best possible alignment of personnel behaviour with the organization’s strategy.
The personnel behaviour-strategy relationship is dynamic because it changes as the
environment changes and as the precise goal and performance requirements of the
strategy emerge.
Inherent in most treatments of fit is the premise that organizations are more efficient
and/or effective when they achieve fit relative to when a lack of fit exists (Legge,
2005). This vertical integration or ‘fit’ where ‘leverage’ is gained through
procedures, policies and processes is widely acknowledged to be a crucial part of any
strategic approach to the management of people (Dyer, 2005).The best fit therefore
ensures an explicit link or relationship between internal people processes and policies
and the external market in business strategy, and thereby ensures that competences
are created which have a potential to be a key source of competitive advantage
(Wright, Gardner & Allen, 2005). According to the contingency approach, SHRM is
not the ultimate factor that contributes to improved firm performance; it has to be
integrated with other factors and the impact of HR practices in firm performance is
conditioned by an organization’s strategic posture. A firm’s approach to competition
depends on, or makes use of the talents and capabilities of employees, then HR
practices would be more likely to have an impact on performance; otherwise the
connection between HR and performance might be minimal. One criticism often
leveled at the contingency model is that it tends to over-simplify organizational
reality. In attempting to relate one dominant variable to the organization (for
example, compete on innovation, quality or cost) to another internal variable, they
tend to assume a linear, non-problematic relationship.
According to Purcell (2001), this theory is limited by the impossibility of modeling
all the contingent variables, the difficult of showing their interconnection, and the
way in which changes in one variable have an impact on others. Boxall and Purcell
16
(2003) further emphasize the complexity of matching HR and business strategy by
stating the need to keep up with ongoing environmental change. However,
responding to those external demands may undermine the possibility of achieving
internal fit (Legge, 2005). Models of external fit fail to recognize the needs of
employees. More evident in highly competitive markets, businesses cannot survive
without balancing the pressures from social norms, labour laws and critical employee
interests. Conclusively, an alignment of business and employee needs is needed. The
best fit school also lacks emphasis on the internal context of individual businesses
within the same sector and the unique characteristics and practices that may provide
its main source of sustainable competitive advantage.
2.4.2 Universalistic theory
It is also referred to as the best practice model. The notion of best practice was
identified initially in the early US models of HRM, many of which mooted the idea
that the adoption of certain ‘best’ human resource practices would result in enhanced
organizational performance, manifested in improved employee attitudes and
behaviors, lower levels of absenteeism and turnover, higher levels of skills and
therefore higher productivity, enhanced quality and efficiency and of course
increased profitability (Marchington & Wilkinson, 2008). Here, it is argued that all
organizations will benefit and see improvements in organizational performance if
they can identify, gain commitment to and implement a set of best HRM practices.
Thus, universalistic perspective maintains that firms will see performance gains by
identifying and implementing best practice irrespective of the product market
situation, industry or location of the firm (Pfeffer, 2001). However, the notion of a
single set of best HRM practices has been overstated. There are examples in every
industry of firms that have very distinctive management practices, distinctive human
resources practices which shape the core competences that determine how firms
compete. What works well in one organization will not necessary work well in
another because it may not fit its strategy, technology or working practices.
17
2.4.3 Configurationally theory
A strategy’s success turns on combining external fit and internal fit. A firm with
bundles of HR practices should have a high level of performance, provided it also
achieves high levels of fit with its competitive strategy (Richard & Thompson,
1999). Emphasis is given to the importance of bundling SHRM practices and
competitive strategy so that they are interrelated and therefore complement and
reinforce each other. Implicit in is the idea that practices within bundles are
interrelated and internally consistent, and has an impact on performance because of
multiple practices. Employee performance is a function of both ability and
motivation. Thus; there are several ways in which employees can acquire needed
skills (such as careful selection and training) and multiple incentives to enhance
motivation (different forms of financial and non-financial rewards.) A key theme that
emerges in relation to best-practice HRM is that individual practices cannot be
implemented effectively in isolation (Storey, 2007)) but rather combining them into
integrated and complementary bundles is crucial.
MacDuffie (2005) argues that a ‘bundle’ creates the multiple, reinforcing conditions
that support employee motivation, given that employees have the necessary
knowledge and skills to perform their work effectively. In the configuration school,
cohesion is thought likely to create synergistic benefits which in turn enable the
organization’s strategic goals to be met. The aim of bundling is to achieve coherence
which exists when a mutually reinforcing set of HR practices have been developed
that jointly contribute to the attainment of the organization’s strategies for matching
resources to organization needs, improving performance and quality and achieving
competitive advantage in commercial enterprises. The approach of bundling is
holistic as it is concerned with the organization as a total entity and addresses what
needs to be done as a whole in order to enable it to achieve its corporate strategic
objectives. The notion of a link between business strategy and the performance of
every individual in the organization is central to ‘fit’ or vertical integration. Internal
fit advocates bundles of practice, to ensure that organizations gain benefits from
implementing a number of complementary practices rather than only a single practice
(MacDuffie, 2005).
18
Most models of best fit focus on ways to achieve external fit. The most influential
model of external fit is that from Schuler and Jackson (1987) which argues that
business performance will improve if their HR practices support their choice of
competitive strategy: cost leadership, quality enhancement and innovation. Under
this model, organizations need to work out the required employee behaviors to
implement a chosen competitive strategy and devise supporting HR practices to
enable those behaviors to be encouraged in the workforce. Vertical integration can be
explicitly demonstrated through the linking of a business goal to individual objective
setting, to the measurement and rewarding of attainment of that business goal.
Schuler and Jackson (1987) defined the appropriate HR policies and practices to ‘fit’
the generic strategies of cost reduction, quality enhancement and innovation. The
significant difference between the contingency and configurational approach is that
these configurations represent non-linear synergistic effects and high-order
interactions that can result in maximum performance (Delery & Doty, 2000).
2.4.4 Resource-based model and SHRM
The resource-based model has influenced Strategic HRM by focusing on the value of
employee in an organization. It stresses on the strategic value of human capital and
continuous workplace learning. Contrary to the matching SHRM model which lay
emphasis on external ‘opportunities’ and ‘threats’, the resource-based SHRM model
focuses more on the strategic importance of internal ‘strengths’. Moreover, the
Resource-Based model was claimed to be at the foundation of modern HRM
(Prahalad and Hamel, 1990) as it focuses on the internal resources and how they
contribute to the effectiveness in the public sector.
Accordingly, Barney (1991) underlined that the resource-based perspective
emphasizes the strategic importance of exploiting internal ‘strengths’ and
neutralizing internal ‘weaknesses’. The resource-based model has influenced SHRM
by showing the importance of the effective utilization of human resources in order to
generate superior performance from employees, hopefully leading to successful
delivery of the civil service strategies. By human resources themselves, it was
understood the knowledge, skills and abilities of the employees combined with (or in
19
statistical language “mediated” by) their motivation to put these individual
characteristics to use for the benefit of the organization.
2.5 Strategic HRM Practices and organizational effectiveness
With human resource considered the primary strength of organization effectiveness,
HR management is being faced with new challenges when it comes the sourcing of
new employees. Armstrong (2006) addressed this issue by underlying that the HR
management has to formulate strategies that will add value to an organization in the
pursuit of identifying, recruiting, developing and retaining highly talented
employees.
2.5.1 Integration of HRM with Corporate Strategies and Management
Integration of HRM refers to the involvement of HRM in the formulation and
implementation of organizational strategies and the alignment of HRM with the
strategic needs of an organization
(Schuler and Jackson, 1999) argue that in order for HR to be a strategic partner, HR
managers should be involved in strategic decision making alongside other senior
managers, providing greater opportunity to align HR goals, strategies, philosophies
and practices with corporate objectives and the implementation of business strategy.
This involvement would include the membership of HR managers in the most senior
management teams in the organization. This would provide an opportunity for HRM
to represent its concerns and influence business strategy from the outset of decision
making. The chances of integration and value creation may be further increased if the
senior HR manager and the CEO have an opportunity to establish a relationship. In
this role, HR managers need to have knowledge of core markets, competitors, costs,
profit indicators and stakeholders to be considered equal business partners (Chaddie,
2001). The involvement of senior HR manager in a firm’s senior management team
provides an important channel for interactive information flow and communication.
20
To achieve strategic integration and alignment of HRM with business strategies, a
documented HRM strategy would also be useful as it can make more concrete the
role and authority of HR managers in corporate decision making and increase
capacity to cope with externalities such as a tight labour market. (Teo, 2002).
2.5.2 Flexibility and adaptation
The nature of today’s business’ success lies in the ability to promptly respond to the
unpredictable and fast changing environment. Flexible but robust rules and
regulations, flatter organization structures, preference for a multi-skilled workforce,
and use of convertible production technologies are some of the strategies used to
improve an organization’s ability to cope with environmental pressure. Itika, (2011).
2.5.3 Recruitment and Retention
The strategic use of talent management has a great impact on the improvement of
employee recruitment and retention. Beardwell & Holden (1997) state that employee
recruitment is important as it helps ensure that employees with right skills are
recruited. It was underlined that the implementation of a strategic recruitment system
in the civil service helps potential employees identify what best fit their own career
plans but also allows the civil service to find the most suitable talents for its staffing
needs (United Nations, 2005). However even though it is understood that poor
recruitment decisions affect organisational performance and limit goal achievement,
it is taking a long time for public service agencies to identify and implement new,
effective hiring strategies.
However the main problem in the in the public service is not the strategic recruitment
of talents but how to retain them. Retention is a voluntary move by an organisation to
create an environment which engages employees for long term (Chaminade, 2007).
Retaining the staff, in whom the civil service has invested in and trained, is very
problematic. Authors argue that employees are not leaving the public sector because
of the incentives they were offered, or because they are not satisfied with their jobs,
but because of the private sector are offering them more interesting offers that they
cannot refuse. As even though the acquisition of talent in the civil service will
21
enhance performance; researchers argue that program and polices are more
predominant that the effective recruitment, retention and management of talent
2.5.4 Decentralization for empowerment
Strategic human resource management calls for a decentralization of decision
making and problem solving at the lowest levels possible in the organizational
hierarchy. That is, allow decisions to be made at the very source of activity.
Operational staff and teams are the public face of the organization. Therefore they
need power, authority, and motivation to take the right decisions at that level.
Organizations with a human resource management culture cannot afford to
embarrass themselves in front of a valued customer by failing to conclude business
deals simply because a particular manager has to make a minor, unnecessary routine
decision. Itika (2011).
2.5.5 Selection System
A rigorous, valid and sophisticated selection system helps in identifying a right
candidate with potential to perform. A rigorous selection system generates a sense of
elitism, creates high expectations of performance, and signals a message of
importance of the people to the organization (Pfeiffer, 1994). The mismatch between
the person and the job can hamper performance levels, whereas a sophisticated
selection system can ensure a better fit between the person’s abilities and the
organization’s requirement. Also, selection has been found to be positively related to
firm performance.
2.5.6 Training and Development System
Organizations can develop and enhance the quality of the current employees by
providing comprehensive training and development. Indeed, research indicates that
investments in training employees in problem-solving, teamwork and interpersonal
relations result in beneficial firm level outcomes (Barak et al., 1999).
22
2.5.7 Performance Appraisal System
Organizations can monitor the development of desired employee attitudes and
behaviors through the use of the appraisal mechanisms. This appraisal-based
information could be used for changing the selection and training practices to select
and develop employees with the desired behaviors and attitudes. However, the
effectiveness of skilled employees will be limited unless they are motivated to
perform their jobs.
2.5.8 Compensation System
Firms can affect the motivation of employees in several ways. They can use
performance-based compensation to provide rewards to employees for achieving the
specific goals and objectives of the firm. A substantial body of work has provided
evidence that incentive-based compensation has an impact on firm performance
(Milkovich and Boudreau, 1998).
2.5.9 Effective communication
Effective communication occurs when a message is received and understood in the
same way as the sender intended it. It involves the careful organisation of ideas,
assessment of the right mode of transmission and the nature of the receiver. Studies
have shown that most problems experienced in people management are due to poor
communication. Strategic human resource management appreciates the role of
communication as a critical tool in day-to-day human resource management. Open
channels of communication that build trust and mutual understanding, helping
employees to internalise the organisation’s vision, mission statement, core values,
policies, objectives and activities are essential. Frequent meetings with the top
management, departmental and team meetings present the best opportunities for
effective communication. Other channels include close interaction between staff and
supervisors, billboards, brochures and instruction manuals. Informal communication
is very useful in disseminating information if the danger of rumours and gossip is to
be contained. Itika, (2011)
23
2.6 Strategic Human Resource Management and Firm Performance
According to Armstrong and Baron (2004), people and their collective skills, abilities
and experience, coupled with their ability to deploy these in the interests of the
employing organization, are now recognized as making a significant contribution to
organizational success and as constituting a major source of competitive advantage.
The practices of SHRM such as resourcing, training and development, employee
relations and reward management are concerned with how people are employed and
managed in organizations so as to achieve competitive advantage through the
strategic deployment of a highly committed and capable workforce.
The organization relies on HR as its employees. Effective HRM strategy
systematically organizes all individual HRM measures to directly influence
employee attitude and behavior in a way that leads business to achieve its
competitive strategy (Huang, 2001). In view of the fact that the goals and the
necessities of each of the competitive strategy types are different, the management of
HR of the firm should be aligned with the overall corporate strategy. There has been
a debate by numerous researchers whether SHRM should always be positively
related to firm performance. Universalistic scholars argue that there is a universal set
of HRM best practices that can maintain a firm’s performance (Lau & Ngo, 2004).
Contingency scholars hold different points of view and argue that the assumptions
underlying the HRM strategy-performance link are applicable only under high
external fit conditions, termed the ‘best fit’ school (Boxall & Purcell, 2000).
Delery and Doty (2000) proposed the notion of the configurational perspective which
focuses on how unique patterns or configurations of multiple independent variables
are related to the dependent variable, by aiming to identify ideal type categories of
not only the organizations but also the HR strategy. In most firms today, it is the
employees’ skills and commitment that create competitive advantage for an
organization. It is, therefore, important that organizations truly leverage on the
workforce as a competitive weapon to develop a competitive advantage. Although
most of the studies speak of SHRM practices leading to performance, such a one-
way line of causation is unsatisfied (Edwards & Wright,2001).
24
2.7 Empirical literature reviews
In their comparative study of 137 large manufacturing firms, Budhwar and Boyne
(2004) differentiates the HR practices in public sector and private sector companies
in India. Their findings suggest that against the established notion, the gap between
the Indian private and public sector HRM practices (structure of HR department, role
of HR in corporate change, recruitment and selection, pay and benefits, training and
development, employee relations and key HR strategies) is not very significant but in
a few functional areas (compensation, training and development), private-sector
firms have adopted a more rational approach than their public sector counterpart.
Most studies examining the relationship between SHRM practices and organizations
performance have been conducted mostly in developed countries like United states
and united kingdom, (Marchington & Wilkinson, 2007) and that only a few
researchers have measured the mediators and addressed their importance. The
majority of this work in SHRM adopts the resource - based view perspective which
tends to ignore contextual variables, particularly competitive strategies, which
influence organizational performance.
Dimba and Obonyo (2009) investigated the nature of the effect of the SHRM
practices on organizational performance. The study sought to determine whether the
effect of human resource management practices on organizational performance is
direct or indirect through employee motivation, and whether employee cultural
orientations moderate the relationship between strategic human resource practices
and employee motivation. 50 multinational manufacturing companies in Kenya were
sampled. One HR manager, 2 line managers, and 3 employees from each
organization were chosen for the survey. The study adopted the measures developed
by Hofstede and Huslid. Using regression analysis, the results indicate that all the
variables of SHRM practices, except recruitment and selection were positive and
significantly correlated with performance; relationship between SHRM practices and
firm motivation did not depend on employee cultural orientations when cultural
values were considered; motivation mediated the relationship between SHRM
practices and firm performance and motivation affected firm performance.
25
Sigh (2004) investigated the relationship between six HRM practices and firm level
performance in India. 359 firms were drawn from firms listed in the centre for
monitoring Indian economy (CMIE) Database. Of these 359 firms, 82 responded
positively to the survey. Using regression and correlation analysis, the study found a
significant relationship between the two HR practices, namely; training and
compensation, and perceived organizational and market performance of the firms.
2.8 Conclusion
The review of literature above shows that, Strategic Human Resource Management
has a great influence to the organizational effectiveness. As many authors stated that,
SHRM practices such as, recruitment and selection, performance appraisal system,
training and development, decentralization, effective communication, compensation
system, and flexibility and adaption etc are directly or indirect link to the
organizational effectiveness. This is due to the facts that, when these SHRM is
practiced effectively the outcome will be positive such that outcomes are good
service delivery, profitability, productivity, customer satisfaction and good image of
the organization.
On the other hand the empirical reviews of literature above revealed that, strategic
human resource management in public sector is not well adopted and most of studies
on strategic human resource management are conducted in US, UK and ASIA but in
Africa few studies on the contributions of SHRM for the organizational effectiveness
were conducted (Budhwar and Boyne, 2004; Dimba and K’Obonyo, 2009; Sigh,
2004; Purcell, 2003; Guest, 2003).
Based on the literature reviews and the shortcoming found at the statement of the
problem, the researcher identified the existing gap so that further studies is needed in
Tanzania public organizations and other developing countries in order to fill the gap.
Therefore the researcher decided to conduct this kind of study in Siha District
council and the conclusion will be given at the end of this study. The findings of the
study will be valuable to the government to detect what cause of action and what
action to take in order to adopt the SHRM in public sectors in Tanzania.
26
2.9 Conceptual Framework
The conceptual model of this study developed and shown the influence of Strategic
Human Resource Management (SHRM) on Organizational Effectiveness (OE) as
diagrammatically illustrated in figure1.1
SHRM is the independent variable that influences the organizational effectiveness
which is the dependent variable in this study. Based on the reviewed literature, it is
postulated that competitive strategies and employees cultural values moderates the
relationship between the SHRM and organizational effectiveness, hence it is the
moderating variables that influence on independent-dependent variable relationship.
There is a direct link between SHRM practices and organization effectiveness as
illustrated in the figure. Most studies hypothesize a direct link between SHRM
practices and performance (Edwards and Wright, 2001). Delery (1998) argued that
SHRM practices do not lead directly to business performance, but influence the
processes. In this study the moderating variables such as employee’s motivation,
employee’s ownership, attractive salaries, and recognition of employees are
competitive strategies playing the role to SHRM on achieving the organizational
effectiveness. But also other moderating variables such as employee ownership, job
satisfaction, employee commitment and innovation are employee’s cultural value
plays the role to SHRM on achieving the organizational effectiveness. Although
there are numbers of barriers such as bureaucracy and lack of leadership
commitment, they are not the necessary rigid barriers to change.
27
Figure 1.1: Conceptual Framework on Examining Strategic Human Resource
Management Practices towards Organizational Effectiveness
Source: Researcher’s construct 2013
-Bureaucracy
-Lack of leadership commitment
Organizational
effectiveness
-Good service
delivery
-Profitability
-Productivity
-Customer
satisfaction
-Good image
Strategic HRM practices
-Recruitment and retention
-Training and development system
-Performance appraisal system
-Compensation system
-Effective communication
-Decentralization for
empowerment
- Flexibility and adaptation
Competitive strategies
-Attractive salaries
-Motivation of employee
-Recognition of Employee
Employee’s cultural values
- Employee Ownership
-Job satisfaction
- Employee Commitment
-Innovation
Independent variables
Moderating variables
Dependent variable
Intervening variables
28
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This chapter described the procedures for conducting the study. Research
methodology refers to a systematic way applied to solve the research problem
(Kothari, 2004). This section explains research design/type, study area, study
population, sampling procedures, data collection techniques and data analysis. The
section also expressed the sample size, data validity and reliability.
3.2 Research design
Ndunguru (2007:67) defined “research design as an assemblage of conditions for
specifying relationships among variables in a study, operationalizing these variables
and controlling effects of extraneous variables and a plan for selecting the sources
and types of information to be used in answering the research questions.”
There are several research designs like case study design, survey design, action
research design, experimental design as well as quas-experimental design. Thus for
purpose of this study, a researcher used a case study design as to come up with
sound conclusion resulted on having opinion and data from different sources of
information, mainly interviews, questionnaire ,observation and documentary sources.
Apart from that, a case study design the researcher believes that chosen because of its
viability and flexibility in terms of data collection methods and analysis. So due to
this design, allowed a researcher to study the unit of investigation in details
compared to other designs.
3.3 Study area
The study conducted at Siha District Council in Kilimanjaro Region. This has chosen
due to the availability of information and it is very easy of researcher to access to the
area concern.
29
3.4 Study population
The study population consisted of employees of Siha District Council. Considering
that strategic HRM practices on Organizational effectiveness is of much concern to
the Management, so that the people in managerial and heads of department were
involved in this study but also other staff was also concerned.
3.5 Sample and Sampling procedures
The sample size of this study was 50 respondents as calculated here under. The
Sample size determination formula;
n= N/(1+N) (e) 2
Where;
n= Sample size,
N= Population of the study,
e= Standard error (5-10%)
In regards to this research, “n” will be obtained by, N=1014, e= 10%
n= 1014/ ((1+1014) (10%) 2)
=1014/ (1015) (0.01)2
= 1014/20.3
= 49.95
≈50
Therefore Sample size is approximated to 50
The sample size for the study was 50 respondents whereby, 3 were the respondents in
managerial cadre, 7 were heads of departments, and 40 respondents were staff from
other cadres. The sampling techniques in this study were purposive and random
techniques at different points in time. “Judgmental Sampling is the decision with
regard to which element or item should be included or excluded in the sample rests
on the researcher’s judgment and intuition”. (Adam and Kamuzora 2008:138).
Judgmental/Purposive sampling technique was used to ensure that HR personnel and
heads of department are included in the research. Random sampling was used to
obtain data from other staff. Table 1 below shows the distribution of respondents.
30
Table 1: Distribution of Respondents
Level Number Percentage (%)
Managerial cadre (HR) 3 6
Heads of department 7 14
Other staff 40 80
Total 50 100
(Source: Data compilation from field, 2013)
3.6 Sample and sampling techniques
Sampling techniques consist of the process of selecting a number of individuals for
the study in such a way that the individuals selected present the larger group from
which they were selected (Kothari, 2001). The aim of sampling is to get information
concern the study population in the other hand to minimizing expenses, in terms of
time and costs. We have different types of sampling procedures but for the purpose
of this study the researcher used purposive sampling and random sampling
techniques.
3.6.1 Purposive sampling technique
This is one type of non-probability sampling. This technique used where specific
data and information needed from specific individuals.
Purposive sampling method involves particular units of the universe for constituting
a sample, which represents the universe (Kothari, 1990). The researcher selected this
technique to get accurate information for study. HR officers and heads of
departments were focused through purposive sampling techniques because managing
human resource is one of their routine tasks.
3.6.2 Random probability sampling technique
Random sampling refers to types of sampling where each and every item in the
population have an equal chance of inclusion in the sample and each one of the
possible sample, in the case of finite universe, has the same probability of being
selected.(Kothari, 2001). Random sampling used to obtain information from
31
respondents in the different categories, both male and female from different
departments.
3.7 Data collection methods
The researcher used two types of data sources that are primary and secondary source
as listed below.
3.7.1 Primary data
Primary data comprises firsthand knowledge; normally the researcher collected them
during the field. In this study questionnaires and interviews were used.
3.7.1.1 Questionnaires.
The questionnaires were contained both open ended and closed ended questions that
was distributed among workers at Siha District Council for collecting information (in
obtaining data).This technique brought freedom and enough time on digesting
questions and filling in questionnaires. For this case the technique was administered
to (43) respondents from both cadres in order to get their opinions. This technique is
convenient, save time, resources and avoiding personal bias in the study.
3.7.1.2 Interviews
An interview is an oral administration of a questionnaire or an interview schedule.
To obtain accurate information through interview the researcher need to obtain the
maximum cooperation from respondents (Mugenda et al, 1999). Face to face method
between the researcher and respondents was consulted. Unstructured interview was
conducted to (6) respondents (2) from heads of departments and (4) from other staff
and they were provided more information due to experience, responsibility and
qualifications they have.
32
3.7.1.3 Observation
Under the Observation method, the information is sought by way of investigator’s
own direct observation without asking from the respondents. The main advantage of
this method is that subjective bias is eliminated, if observation is done accurately.
Also the information obtained under this method relates to what is currently
happening, it is not complicated by either the past behaviour or future intentions or
attitudes. Kothari (2004).
In this study the researcher observed filled OPRAS forms as the assessment tool, the
employee’s attitudes, behaviours and ability towards performing their daily activities,
so that the researcher collected the information which the respondents were unwilling
to expose or respond to them.
3.7.2 Documentary review (Secondary data).
Documentation method is about gathering data from secondary source. The
Documentary sources of data play an important role in disseminating knowledge in
all disciplines. “The documentary sources of data for research purposes include
manuscripts, journals, research reports, newspapers and other unpublished literary
works” Ndunguru (2007:95).
The written documents on the strategic human practices were revisited in comparing
with the performance of organizational. The researcher passed through the written
documents on the strategic HRM practices which are used in Siha District Council.
Some of the written document visited by the researcher was OPRAS forms used to
assess employee performance.
3.8 Measurement of variables
The testing of research instruments is important in order to measure its clarity,
consistence and validity. Kothari, (2002) stressed that, it is considered advisable to
do some pre test of data instruments and as such a researcher may undertake some
sort of preliminary survey to identify questions that yield useful answers related to
the research problem. It is believed that findings from pilot are useful to measure the
33
questions and verify their validity before. Hence the pilot study used to refine
questions and improve reliability and validity of the instruments.
There was a pre-testing of the instruments on 5 respondents before the actual data
collection exercise done in a bid to ensure consistency and comprehensiveness. The
pre-test administered to people within the same area of study. Though they hailed
from different departments, the respondents were working for the Civil Service in
Siha District Council. The pre-testing was helping to detect and correct the
weaknesses and ambiguities which existed.
3.9 Data Analysis
Analysis of data is a computation of certain measures along with searching for
patterns of relationship that exist among data groupings. Data analysis was
performed with the purpose of summarizing the collected data and organized those in
such a way that they answered questions or hypothesis. It included measure of
certain statistical average and measure of relationships descriptive analysis. (Kothari,
1990).
In this research the quantitative data collected were analyzed by using Statistical
Package for Social Sciences (SPSS). For categorical variables, simple frequency
analysis and cross tabulations deployed. The findings presented in forms of tables
and text descriptions for easier interpretation and understanding.
34
CHAPTER FOUR
PRESENTATION OF FINDINGS
4.1 Introduction
This chapter presents the analysis of research finding in respect to the study on
examining strategic HRM practices towards Organizational effectiveness in Tanzania
public sector, a case study of Siha District council in Kilimanjaro region.
The study comprised a sample size of 50 respondents whereby four methods of data
collection techniques have been employed, which are interview, questionnaire,
observation and documentary review.
Table 2: Distribution of Data Collection Tools.
No. Data Collection Tool Respondents covered Unit of unfilled tool Total %
1 Interview 06 0 06 100%
2 Questionnaire 44 0 44 100%
Total 50 0 50 100%
Source: Data compiled from field work, 2013
Generally, the turns out respondents were quite good. Therefore, a researcher did get
an excellent cooperation from the respondents during the data collection using
questionnaire, interview observation and documentary review. The analysis process
implies edition coding, classification and tabulation of the collected data through
questionnaires and interview from different respondents.
In this analysis, the researcher based on the specific objectives and hence, simplified
into sub-questions in order to get clean answers so as to strike a target.
Specific objectives and research questions one as follows:-
35
Specific objectives of the study
(i.) To assess the knowledge among employees at Siha District Council on
regarding the strategic human resources management practices and its
importance to the organization
(ii.) To identify the Strategic Human Resource Management practices which are
used at Siha District Council,
(iii.) To examine how strategic human resource management practices contribute
the organizational effectiveness.
Research Questions:
(i.) Is there any knowledge among employees at Siha District Council on
regarding the strategic human resources management practices and what it’s
importance to the organization?
(ii.) What are the strategic HRM practices that are used by Siha District Council?
(iii.) How strategic HRM practices contribute the organizational effectiveness?
4.2 Background Information of the Respondents.
To analyze the data of any study, it is very important to make an overview of
characteristics of respondents and their behaviors such as occupational, department,
working experience and any other information which are helpful in answering study
questions.
Table 3: Respondents by Occupation
Responses Frequency Percent Valid Percent Cumulative Percent
HR officers 3 6.0 6.0 6.0
Teachers 26 52.0 52.0 58.0
Accountants 4 8.0 8.0 66.0
Economist 1 2.0 2.0 68.0
Nurses 9 18.0 18.0 86.0
Planning officers 1 2.0 2.0 88.0
Doctor 1 2.0 2.0 90.0
Health officers 1 2.0 2.0 92.0
Community development
officers 2 4.0 4.0 96.0
Secretaries 2 4.0 4.0 100.0
Total 50 100.0 100.0
Source: Compilation of data from field work, 2013
36
Table 3 above indicated the classification of study participants by occupation. This
data used to determine the representations of respondents throughout their
occupations. This representative implied that, the study was involved participants
with different occupations so as the findings obtained are not biased.
4.2.1 Respondents by Departments.
Basically, the researcher collected information from seven departments which are:
Administration and Human Resource, planning, monitoring and statistics, finance
and business, health and social welfare, education and vocational training,
community development, works and fire extinguishers.
Hence the study wanted to incorporate different departments in order to ensure the
representative of the whole organization. This helped to collect data which is not
biased because it touches the big area of the organization.
4.2.2 Respondents by Working experience.
Percentage distribution of respondents according to their types and years of working
experience is summarized in a table 4 below:-
Table 4: Distribution of Respondents and Their Working Experience
YEARS OF WORKING EXPERIENCE
Types of
Respondents
1-3Yrs 4-6 Yrs 7-9 Yrs 10Yrs + Total
No % No % No % No % No %
HR and heads of
department
8 16 1 2 1 2 0 0 10 20
Other staff 10 20 14 28 10 20 6 12 40 80
Total 18 36 15 30 11 22 6 12 50 100
Source: Compilation of data from field work, 2013
The above table maps out that HR officers and Heads of department are not
experienced enough in their position they currently work since, only 2 percent of
them have at least an experience of about seven years and above, where as the rest
37
majority are below that. On the other hand their subordinates are relatively
experienced their position. In order to grasp as many information that can lead to a
desired conclusion, the researcher broke down general research questions into small
pars so as to table respondents to respond accordingly.
4.3 Knowledge among employees in Siha District Council on regarding the
strategic human resources management practices and it’s important to the
organization.
To explore those factors, the research aimed to know whether or not respondents
understanding the meaning of strategic human resource management. This question
asked to 40 respondents from other cadre. The responses summarized in table 5
below;
Table 5: Distribution of Respondents by the Meaning of Strategic Human
Resource Management [N=40]
Responses Frequency Percent Valid Percent Cumulative Percent
Yes 17 42.5 42.5 42.5
No 23 57.5 57.5 100.0
Total 40 100.0 100.0
Source: Compilation of data from field work, 2013
Table 5 above show that, 23 (57.5%) respondents have negative responses to the
question while 17 (42.5%) respondents agreed to the question. Those who were
agreed to the question they explained as follows. Three (3) respondents have
relatively/same ideas that, SHRM is the administration which consider the linkage
between the employee objectives with organization objectives/goals. Ten (10)
respondents have the same ideas that, SHRM is the efficiency and effectiveness use
of human resource available, it means proper handling of manpower, effective use,
allocation/placement and realization of resource based management to achieve
organization goals/objectives. Four (4) respondents although they were agreed that
they know the meaning of strategic human resource management, they were failed to
explain. The finding revealed that, there is low understanding about SHRM among
the respondents due to fact that, majority of participants were failed to answer the
38
question. Even those who answered the question, only few of them tried to explain
the exactly meaning of Strategic human resource management as we know that,
SHRM is about systematically linking people with the organization; more
specifically, it is about the integration of HRM strategies into corporate strategies.
The same question asked to HR Officers and heads of department Their findings
were; three (3) respondents answered that, SHRM is a long term planning, normally
5 years and above, one (1) respondent explained that, SHRM is the plan of how to
manage technique personal staff in the organization, two (2) respondents explained
that, it is the ability of the HR officer to manage the employees at attractive
environment, one (1) respondents answered that, SHRM is the relationship between
employer and employee on how daily activities is achieved through supervision and
three (3) respondents have the same ideas that, SHRM is the administration which
based that, organizational objectives/goals will be achieved through motivated and
committed human resources. The findings revealed that, only three respondents 2 HR
officer and 1head of department knowing the meaning of strategic human resource
management, while the remaining respondents in this category have partial
understanding about strategic human resource management.
The respondents were further asked to state the meaning of strategic human
resources management practices. This question asked to all 50 respondents and their
responses were: 21 respondents have the same ideas that strategic human resource
management practices are activities focusing to manage people in a conducive
manner and ensuring that the organization achieving its goals through utilizing
motivated employees. Some of them mentioned strategic human resource
management practices are activities like; training, good salary, good working
environment, good human relations, bonus and overtime allowances and recognition
of employees. 4 respondents said strategic human resource management is an
administrative issues dealing with managing people in the organization. On the other
hand 25 respondents failed to explain the meaning of strategic human resource
management practices and few of them they said it is the matter of administration so
no matter if it is important to be known by them. Some of them said they don’t know
39
anything about this phenomenon. The findings revealed that, there are balanced
responses i.e. positive and negative responses so that there is inadequate
understanding of strategic human resource management practices among employees
at Siha District Council.
The researcher also asked the respondents to state the importance of strategic human
resource management practices to the organization. The responses were as follows:
fourteen (15) respondents were said it increase organizational performance, it help to
achieve profit maximization and increase quality of services, one (1) respondent
stated that, SHRM practices giving direction to the organization on budgeting,
implementation, and appraisal, One (1) respondent stated that, it help to address
issues relating to collaboration with other such as equal opportunity, and equal pay
system, reward and motivation, three (3) respondents said that, SHRM help to
achieve personal and organizational goals, two (2) respondents stated that, one (1)
respondent said, SHRM practices improve productivity and provide guidelines and
directions to employees, to fulfill the planned objectives, to ensure maximum
production of goods and services in the organization, one (1) respondent stated
SHRM enable the retention of professionalism, getting positive output and important
in understanding human resource behavior in the organization as well as increasing
competency. Eleven (11) respondents said they don’t know the aim of strategic
human resource management. On the other hand 15 respondents were not responded
to the question.
The general findings to the objective concerning the knowledge among employees at
Siha District Council on regarding the strategic human resources management
practices revealed that, majority of respondents have low knowledge on strategic
human resource management as it resulted 52% of responses. The findings also show
that, there is inadequate understanding of strategic human resource management
practices among employees at Siha District Council, since it revealed balanced
responses i.e. positive and negative responses so that there is inadequate
understanding of strategic human resource management practices among employees
at in the organization.
40
The findings also revealed that, majority of respondents have positive turnout on the
importance of strategic human resource management practices since they were
mentioned several importance as; SHRM practices help to increase organizational
performance, profit maximization and increase quality of services, help to achieve
personal goals, giving direction to the organization on budgeting and it motivate
employees.
4.4 The Strategic Human Resource Management practices which are used in
Siha District Council
In this objective, a study wanted to know what are the strategic human resource
management practices which undertaken by Siha District council. The aim of this
question was to explore whether or not Siha District council adopted and managing
its employees strategically.
In order to come up with the findings, a researcher asked the respondents to answer
some of the questions so that to realize how Siha district council adopted and
practicing on managing Human resources strategically.
A research used two methods of data collection that is questionnaires and interview.
On interview, six (6) respondents were interviewed whether Siha District council
practices on strategic human resource management. Likewise, (44) respondents were
asked the same question through questionnaires. The findings were:
Table 6: Responses Whether Siha District Council Practices on Strategic
Human Resource Management. [N=50]
Responses Frequency Percent Valid Percent Cumulative Percent
Yes 23 46.0 46.0 46.0
No 22 44.0 44.0 90.0
I don’t know 5 10.0 10.0 100.0
Total 50 100.0 100.0
Source: Compilation of data from field work, 2013
41
Table 6 above show that, 23 (46%) respondents were agreed that Siha district council
practices on strategic human resource management, while 22 (44%) respondents
were disagreed and 5 (10%) respondents they don’t know. The findings of the study
imply that, the implementation of SHRM practices in Siha District council is not
satisfactory implemented since the majority of participants have negative responses.
Furthermore all (50) respondents i.e. staff, HR officers and heads of departments
were asked to mention the strategic human resource management practices which
undertaken by Siha District council. Two (2) heads of department and four (4)
subordinates were interviewed and the rest were supplied by questionnaires.
Table 7: Distribution of Respondents by SHRM Practices Undertaken by
Siha District Council [N=50]
SHRM practices Frequency Percentage
Training and development 18 out of 50 36
Performance appraisal using OPRAS 3 out of 50 6
Recruitment 6 out of 50 12
Promotion 6 out of 50 12
Supervision 1 out of 50 02
Utilization of human resource available 1 out of 50 02
Good working environment 2 out of 50 4
Timely salary 4 out of 50 8
Provision of allowances 3 out of 50 6
Rewarding 1 out of 50 2
Motivation of employees 1 out of 50 2
Placement of employee according to professional 1 out of 50 2
Ensure employee access to their rights 1 out of 50 2
Dealing with disciplinary matters 1 out of 50 2
Provision of working facilities 1 out of 50 2
I don’t know 22 out of 50 44
No any strategic human resource management practices 16 out of 50 32
Source: Compilation of data from field work, 2013
Table 7 above shows several strategic human resource management practices which
undertaken by Siha district council. Based on the study findings, only 12 participants
were mentioned the strategic human resource management practices which
undertaken by their organization. Some of them were: training and development,
performance appraisal using OPRAS, recruitment, compensation system (promotion,
timely salary, good working environment, rewarding and provision of allowances).
42
On the other hand majority of participants 38 (78%) have negative responses since
22 respondents said that they don’t know if there are SHRM practices in their council
and 16 respondents said that no strategic human resource management practices
undertaken by their council. The implication of the findings show that, strategic
human resource management practices in Siha District council is not well
implemented since it revealed few positive responses if compared to rejected
responses.
The respondents in managerial i.e. HR and Heads of department were asked to
explain how recruitment and selection is done at Siha District council. The findings
show that all respondents explained that, nowadays the recruitment is done at central
government (commission of recruitment). District Executive Director receives the
appointed employees from the central government and gives them the letter of
appointment after submission of certificates of education and profession, filling
personal particulars form as well as undergoes medical examination. In this regards,
recruitment and selection of employee undertaken properly as nowadays job
advertisement, shortlist, interview and selection are activities which undertaken by
the central government through its commission for recruitment. In this context the
right employee placed at the right job. This strategic human resource management
practices makes an organization to operate effectively.
Furthermore, the respondents were asked to respond whether performance appraisal
through OPRAS is one of the strategic human resource management practices
implemented by Siha District council. The findings indicated in the battle below:
Table 8: Distribution of Respondents Whether OPRAS Is Implemented by
the District Council. [N=50]
Responses Frequency Percent Valid Percent Cumulative Percent
Yes 47 94.0 94.0 94.0
No 3 6.0 6.0 100.0
Total 50 100.0 100.0
Source: Compilation of data from field work, 2013
43
Table 8 above shows that, 47 (94%) respondents agreed that OPRAS is one of the
SHRM practices used to assess the performance of employee in Siha district council
while 3 (6%) respondent disagreed. The findings imply that, OPRAS is one of the
strategic human resource management practices used by the council to assess the
performance of employee. In this regards performance appraisal plays a great part as
road map for the accomplishment of the setting objectives.
Then after, fourty (40) respondents from other cadres were asked to state how their
supervisors assessed the performance of employees using OPRAS. Their responses
were: 34 (85%) respondents said that, were supplied with OPRAS form twice a year
and asked to fill what objectives they planned to achieve at the mid and end of the
year and after filling the OPRAS form, they returned the form to their supervisor for
assessment. 6 (15%) respondents were stated that, the supervisors and subordinates
sit together at the beginning of the year and agreed what the objectives and targets
the subordinates should to achieve at the end of the year. Then the respondents asked
to fill the OPRAS form and assessed two times per year what they were achieved to
what were agreed with the supervisor at the beginning through marks.
The same question asked to three (3) HR officers and seven (7) heads of departments
on how they were assessed the performance of their subordinates using OPRAS.
Their responses were: at the beginning of the year, they sit with their subordinates
and agreed what objectives, activities and targets to be achieved with every employee
at the mid and end of the year. The employees must fill OPRAS form showing the
objectives and activities they planned to implement at the particular period of time
versus the organization targets. After filling the forms, mid and end of the year the
employees sit together with the supervisors i.e. HR officers and heads of department
in order to assess the performance of employees together versus what they were
agreed at the beginning and provided the ranks using marks. Then after the
subordinates informed of their performance status and promotion provided to good
performers and actions taken to poor performers.
44
The researcher also passed through by observing the written document i.e. OPRAS
form and found out that, the performance appraisal is not done properly because
most of forms filled by employees were incomplete.
Based on the findings from the staff, performance appraisal using OPRAS at Siha
District council is not satisfy the performance appraisal process due to the facts that,
(85%) of respondents fill the OPRAS form on what they planned to achieve
throughout the year without agreement with their supervisors and their performance
assessed by their supervisor without any feedback on how they were achieved. Only
(15%) of respondents said they sit together with the supervisors at the beginning of
the year and agreed what should to achieve at the end of the particular period of time
by filling the OPRAS form and assessed two times per year what they were achieved
to what were agreed with the supervisor at the beginning through marks.
On the other hand, the findings from HR officers and Heads of departments revealed
that, Open Performance Review and Appraisal System (OPRAS) are well
implemented.
The study also aimed to know whether training and development programs are one of
the strategic human resource management practiced by Siha district council. The
respondents were asked to respond true or not true concerning this statement and
their findings were as follows:
Table 9: Distribution of Respondents Whether Training and Development
Programs Are Implemented by the District Council. [N=50]
Responses Frequency Percent Valid Percent Cumulative Percent
True 40 80.0 80.0 80.0
Not true 10 20.0 20.0 100.0
Total 50 100.0 100.0
Source: Compilation of data from field work, 2013
Table 9 above show that, 40 (80%) respondents were acknowledged that training and
development programs implemented by the council while 10 (20%) respondents was
45
disagreed. The findings imply that Siha district council implementing the training
and development programs as it gives the highest responses than those disagreed.
Moreover, fourty (40) staff were asked to state how many times were attended the
training through the cost of their employer and which courses they were attended.
The findings were: 19 respondents were attended once and the courses were; 4
accountants trained about computerized accounting system (EPICOR) with the cost
of their employer, four (4) respondents attended off job training for degree levels
through loan board, one (1) respondent attended the course on how to conduct
opportunity and obstacles to development which is sponsored by NGO, and one (1)
respondent trained on how to use the new tool of Expanded Program for
Immunization which is sponsored by UNICEF. Nine (9) respondents from health
department were attended training which is not prepared by their employer of which
4 out of them the course taken was Prevention of mother to child transmission
(PMTCT), three (3) respondents trained on how to use new malaria test reagent
(mRDT) and two (2) respondents were trained on home based care to people living
with HIV/AIDS.
The rest (21) respondents said that they were not attended any training which
initiated by their employer. The findings imply that training and development at Siha
district council are in place but in most cases it sponsored by NGOs and private
sponsorship.
Not only that, the study also intended to know whether the council allocates funds for
training of the employees. This question asked to 10 respondents of which 3 are HR
officers and 7 are heads of departments. The findings were:
46
Table 10: Distribution of Respondents Whether the District Council
Allocates Funds for Training of the Employees. [N=10]
Responses Frequency Percent Valid Percent Cumulative Percent
Yes 7 70.0 70.0 70.0
No 3 30.0 30.0 100.0
Total 10 100.0 100.0
Source: Compilation of data from field work, 2013
Table 10 above show that, 7 (70%) respondents acknowledged that the council
allocates funds for training of their employees. The respondents mentioned the
number of employees who attended training with the cost of employer as; health
department five (5) employees, education 2 employees, community development
zero, planning, monitoring and statistics one (1) employee through own sponsorship,
environmental and sanitation zero, finance and business three (3) employees through
own sponsorship and works and fire extinguishers zero. 3 (30%) respondents
disagreed that, they were not allocated fund for training due to the limited budget and
unavailability of training need.
Based on the study findings revealed that, training and development programs as the
strategic human resource management practices in Siha District council are in place
but the cost of training is not given a priority as what is realized from the staff
findings and heads of departments that, majority of employees who attended training
are self-sponsored and loan board. Only few employees from health and education
departments were sponsored by the employer.
The respondents were also asked to state whether the council implemented
compensation system such as promotion, bonus, reward, attractive salary, and good
working environment. The question asked to 40 staff from other cadre and the
findings indicated in the following table;
47
Table 11: Distribution of Respondents Whether the District Council Provide
Compensation Such as Promotion, Reward, Bonus, Attractive Salary, and Good
Working Environment Employee [N=40]
Responses Frequency Percent Valid Percent Cumulative Percent
Agree 16 40.0 40.0 40.0
Disagree 24 60.0 60.0 100.0
Total 40 100.0 100.0
Source: Compilation of data from field work, 2013
Table 11 above show that, 16 (40%) respondents agreed that, Siha district council
provides good compensation system like, promotion, bonus, reward, attractive salary,
and good working environment while 24 (60%) respondents disagreed.
Those who agreed to the question were explained that, compensation system is good
due to these facts; employees received extra duty allowances, good salary,
promotion, and on call allowances. Those who disagreed were explained that,
promotion is not given on time, low salaries, poor working environment because
there is no houses for employees, no transport for employees, working more than
eight hours without payment and one of respondent stated that, “we are working
because there is no way to do, but the working environment favors top management”.
The findings implied that compensation system as a strategic human resource
management practices at Siha District council is not satisfactory undertaken because
majority of respondents have got negative responses.
Furthermore, the research also wanted to know whether the employees at all level
were participated in any formal processes such as problem solving groups, decision
making and execution of strategic human resource management. This question asked
to 40 staff from other cadres and the following table shows the findings:
48
Table 12: Distribution of Respondents Whether the Employees at All Levels
Were Participated in any Formal Processes Such as Problem Solving Groups,
Decision Making and Execution of Strategic Human Resource Management
[N=40]
Responses Frequency Percent Valid Percent Cumulative Percent
Yes 13 32.5 32.5 32.5
No 27 67.5 67.5 100.0
Total 40 100.0 100.0
Source: Compilation of data from field work, 2013
Table 12 above show that, 13 (32.5%) respondents acknowledged that they involved
in the form processes such as problem solving groups, decision making and
execution of strategic human resource management, but on the other hand 27
(67.5%) respondents were opposed to the question. Those who were agreed to the
question stated the following: one (1) respondent involved village executive officers
in setting conflict between sub-projects committee members and he participated for
more than three years, two (2) respondents participated in preparing annual council
planning for many times, two (2) respondents participated in arranging routine
activities for many times, and eight (8) respondents participated on staff meeting.
Those who disagreed to the question, some of them explained the following: any
formal processes arranged by administrators so that, the subordinates implementing
what matters arranged by them. Other respondents stated that, decision making on
what to do are normally decided by the managers, no formal groups are created to
solve their problems or organizational problems. These findings imply that, at Siha
District council, the participation of employees in any formal processes such as
problem solving groups, decision making and execution of strategic human resource
management is not satisfactory due to facts that, majority of respondents attributed
negative responses.
The same question asked to managers i.e. two (3) HR officers and five (7) heads of
departments. The findings indicated in the table below:
49
Table 13: Distribution of Respondents Whether the Employees at All Levels
were Participated in any Formal Processes Such as Problem Solving Groups,
Decision Making and Execution of Strategic Human Resource Management.
[N=10]
Responses Frequency Percent Valid Percent Cumulative Percent
Yes 6 60.0 60.0 60.0
No 4 40.0 40.0 100.0
Total 10 100.0 100.0
Source: Compilation of data from field work, 2013
Table 13 above show that 6 (60%) respondents supported that, employees at all
levels involved in formal participation processes like execution of HR strategies,
problem solving groups and decision making and 4 (40%) respondents opposed that
there are no any formal processes which engaged the subordinates. Some of those
who agreed to the question stated that: many times they involved the subordinates
especially in solving the individual and organization problems. One respondent
stated that, “in this year 2012/2013 it is more than ten times involved employees in
solving the problems through mediation and arbitration”. Some of those who
disagreed to the question said that, it is very difficult to involve every employee to
the managerial issues because these are responsibilities of managers, some of
employees are not trustful to involve managerial issues, involving employees in
formal processes like execution of HR strategy is not good because these are secret
issues.
Based on the findings above by comparing the responses from staff and managerial
staff the implication is that, the employees in Siha District council were involved on
solving individual and organizational problems and the involvement of employees in
formal processes is available at a low extent. In this regard, Involvement of
employees in formal processes like execution of HR strategies, problem solving
groups and decision making as one of the strategic human resource management
practices is not well practiced by Siha District council.
50
The study also aimed to know if communication system in Siha District council is
effectiveness. The question asked to all 50 respondents and the findings indicated in
the table below:
Table 14: Distribution of Respondents Whether the Communication System
in Siha District Council is Effectiveness [N=50]
Responses Frequency Percent Valid Percent Cumulative Percent
Yes 25 50.0 50.0 50.0
No 25 50.0 50.0 100.0
Total 50 100.0 100.0
Source: Compilation of data from field work, 2013
The findings in table 14 above show that, 25 (50%) respondents were acknowledged
to the question while 25 (50%) respondents were disagreed. Those who agreed to the
question explained that, “the communication system is effective because the
transports available at all weather, so you can access anywhere,” “one respondents
explained that there are effective communication system in the council because the
employee can face a boss without prohibition”, majority of them explained that,
communication system in the council is more effective due to the facts that,
nowadays every employee have got a mobile phone so that he/she can communicate
with his/her supervisor, but also staff meeting is one which show that the
communication system in a council is effective. Those who disagreed to the question
explained that, communication system in the council is ineffective because there is
no connected internet and intranet, no airtime allowance, no office transport for
workers, poor channel of message from to management to lower level because some
workers especially those who working at peripheral areas miss many information’s
from top level management. The findings revealed that, there are balanced responses
so that the communication system in Siha district council is not effective enough so
that there is a need to be improved.
Moreover, all respondents were asked to explain whether flexibility and adaptability
is one of the strategic human resource management practices which attempted by the
council. The following are findings: majority of respondents failed to answer the
51
questions, few of them were positively answered the question like; eleven 11 (22%)
respondents explained that “the council is not flexible to acquire new changing of
work because of the bureaucratic system of management”. One respondent said that,
somehow the dynamism available in the council such as use of computer system”.
The findings imply that flexibility and adaptability is on place but its practices still
not satisfactory.
The respondents from other cadre were asked to explain how Siha district council has
a retention system of its employees. The findings were: 35 respondents explained
that salary is the only which make them to remain in the organization although it is
low. Majority of them said that they have no plan to leave the council because it is
difficult to get job to other organization. One respondent explained that, “there is no
any retention strategy because getting salary is the right of employee”. Another
respondent explained that, nowadays getting employment is very difficult so we are
working in order to earn even little money rather than nothing”.
On the other hand, HR and heads of department asked to mention the strategies used
to retain employees in the council. The finding were, the council pay salaries, pay
extra duty allowances, and on call allowances. The findings show that, retention
system in a council is somehow satisfactory but on the other hand is not satisfactory
due to facts that other strategies like housing, staff transport and attractive salary
were overlooked.
The study was also intended to know if HR managers/officers involved in the
formulation and implementation of organizational strategies and the alignment of
human resource management with the strategic needs of the organization. The
question asked to 3 HR officers and 7 Heads of department and the results were as
follows;
52
Table 15: Distribution of Respondents by Involvement of if HR
Managers/Officers in the Formulation and Implementation of Organizational
Strategies and the Alignment of Human Resource Management with the
Strategic Needs of the Organization.
Responses Frequency Percent Valid Percent Cumulative Percent
Agree 9 90.0 90.0 90.0
Disagree 1 10.0 10.0 100.0
Total 10 100.0 100.0
Source: Compilation of data from field work, 2013
Table 15 above shows that, 9 (90%) respondents acknowledged the question while 1
(10%) respondent disagreed. The findings imply that HR managers/officers in Siha
District council involved in the formulation and implementation of organizational
strategies and the alignment of human resource management with the strategic needs
of the organization while 1 (14.3%) respondent disagreed.
The researcher also observed the employee’s attitudes, behaviours and ability
towards performing their daily activities. The findings show that, some of employees
were seems as not motivated or not committed due to their behavior observed as
they prefers staying at corridors and waiting benches as if they have nothing to do in
their office. Some of them prefers many excuse from their supervisors the situation
which real show they are not committed to work.
4.5 How strategic human resource management practices contribute the
organizational effectiveness?
The last specific objective of the study was to explain how strategic human resource
management practices contribute to the organization effective. In answering the
objective, the respondents were asked to respond if strategic human resource
management practices such as recruitment, training and development, performance
appraisal, participation of employees in formal process, compensation system,
flexibility and adaptability, retention of employee’s and effective communication
have an influence to the organizational effectiveness.
53
Table 16: Distribution of Respondents If Strategic If Strategic Human
Resource Management Practices Have an Influence to the Organizational
Effectiveness.
Responses Frequency Percent Valid Percent Cumulative Percent
Yes 48 96.0 96.0 96.0
No 2 4.0 4.0 100.0
Total 50 100.0 100.0
Source: Compilation of data from field work, 2013
Table 16 show that, majority of respondents 48 (96%) agreed that, strategic human
resource management practices have the great influence to the organization
effectiveness while 2 (4%) respondents disagreed to the question. The findings imply
that strategic human resource management practices have the great influence to the
organization effectiveness. Then the researcher asked the respondents to explain how
each strategic human resource management practice contributes to the organization
effectiveness as follows:
The respondents asked to explain how recruitment of employee with right skills to
the right job leads to the organizational effectiveness/performance. The following are
findings: strategic human resource management practices leads to organizational
effectiveness because, it minimize mistake, increase competency, create a good
image of the organization, work done as planned, and it enable the employee to use
his/her knowledge and skills as it required.
The study also wanted to know how training and development of employees
contribute to the organizational effectiveness/performance. The findings show that,
training and development of employee contribute to the organizational
effectiveness/performance due to the facts that, “it help the employee to increase the
skills, it motivate the employees, it minimize mistake and it help the organization to
perform its work at a minimum resources with maximum output.
Furthermore, the respondents asked to explain how Performance Appraisal of
employee through OPRAS results to the organizational effectiveness/performance.
54
The findings were: “performance appraisal through OPRAS results to the
organizational effectiveness because this tool guides the employee to work according
to the agreed objectives, activities, strategies and timeframe. One respondent said
that, “Open Performance Review and Appraisal System if well implemented enables
the organization to achieve its objectives because every employee works depends on
what he/she agreed with his/her supervisor. But also enables the employee to be
punctual because she/he at end of the year must be assessed so that, employee works
within his/her objectives agreed with supervisor.” Three respondents have the similar
ideas that, “OPRAS help the HR manager to determine the strength and weakness of
employee so that action can be taken early in case the employee underperform”.
The research also intended to explore how formal participation processes such as
problem solving groups, participation of employee in execution of strategic HR and
decision making be the sources of organizational effectiveness. The findings were:
majority of respondents said that, “these will help the employee to create sense of
ownership/belongings, motivate employee, increase job commitment, increase
innovations and creativities, recognition and it help the HR manager to reduce loads
by delegating some works to subordinates”.
The respondents also asked to explain how attractive salary, promotion, prizes for
good performer, bonus and good working environment correlate to the organizational
effectiveness. The findings revealed that, these help the employee to be mental
settled, motivate employees, minimize mistakes, increase job commitment and
satisfaction. It also helps the employees to provide good services which in turn
satisfy customer and help the organization to increase production and profit
maximization.
Moreover, Organization ability to respond on the changing new environment of work
has the great chance of success due to the following, the organization operate in a
modern environment so as to fit the existing environment. One respondent said that,
“Organization ability to respond on the changing new environment of work has the
great chance of success because, working environment nowadays changing in order
to fit in science and technology”.
55
The study also intended to explore how effective communication results to the
organizational effectiveness. The question asked to all respondents and these were
findings: effective communication minimizes or avoids information distortions;
effective communication enables the employee to have common understanding and
enables the organization to accomplish its objectives on timely.
Not only that, the research also asked the respondents to explain how retention
system plays the role for the organization effectiveness. This question asked to HR
officers and heads of department. The following are findings. Majority of
respondents explained that, the retention of employee enables the organization to
prosper because the skilled employee is familiar with the job so that enough
experience is created. Two respondents also lamented that, the organization avoids
unnecessary costs to employ new workers by retaining their employees.
When the respondents asked to point out their suggestion, 27 respondents advised the
researcher that, the study is good which can be utilized by the council to operate
strategically on managing people so that to enable the council to be effective. But
also three respondents suggested that, this research is the new topic so that better to
be used by the council in conducting further studies in order to come out with latest
findings.
Based on the findings obtained from all objectives depicted the greatest relationship
among strategic human resource management practices towards organizational
effectiveness. In the first objective, the findings implied that, strategic human
resource management practices are very important to the organization as it revealed
that, the great number of participants have positive Reponses on the importance of
strategic human resource management practices and they were mentioned several
importance as; SHRM practices help to increase organizational performance, profit
maximization and increase quality of services, help to achieve personal goals, giving
direction to the organization on budgeting and it motivate employees.
56
In the second objective, the findings implied that Training and development
programs at Siha District council are in place but the cost of training is not given a
priority as what is realized from the staff findings and heads of departments that,
majority of employees who attended training are self-sponsored and loan board as
well as NGOs sponsorship. Only few employees from health and education
departments were sponsored by the employer.
Moreover, the findings from the staff revealed that, performance appraisal using
OPRAS at Siha District council is not properly implemented due to the facts that,
(85%) of respondents fill the OPRAS form on what they planned to achieve
throughout the year without agreement with their supervisors and their performance
assessed by their supervisor without any feedback on how they were achieved. The
findings also imply that compensation system at Siha District council is not
satisfactory because majority of respondents (60%) have got negative responses.
Not only that, the findings also implied that, the employees were involved on solving
individual and organizational problems but the involvement of employees in formal
processes is available at a low extent. Only (32.5%) of respondents were involved on
formal process such as problem solving groups, decision making and execution of
strategic human resources.
Furthermore, the research findings revealed that, there are balanced responses i.e.
(50%) for positive versus negative about the effective communication system.
Therefore, the communication system in Siha District council is not effective enough
so that there is a need to be improved. The findings also implied that, the retention
system of employee in a council is somehow satisfactory since some of employees
get good salary and extra duty allowances, but some of employees were not satisfied
with the working environment.
Moreover, the study findings implied that flexibility and adaptability in Siha District
council are on place but its practices still not satisfactory as the majority of
respondents failed to answer the question, but also eleven 11 (22%) respondents
57
explained that, the council is not flexible to acquire new changing of work because of
the bureaucratic system of management”. One respondent said that, somehow the
dynamism available in the council such as use of computer system”.
Not only that, the findings also revealed that HR managers/officers at Siha District
council involved in the formulation and implementation of organizational strategies
and the alignment of human resource management with the strategic needs of the
organization.
Generally, in the second objective the findings revealed that strategic human
resource management practices in Siha District council is not satisfactory managed
so that, the organization must do the right things to its employees in order to be
competitive.
In the third objective, the study intended to know how strategic human resource
management practices contribute the organizational effectiveness. The strategic
human resource management practices which the researcher focused were: training
and development, Recruitment, Performance appraisal through OPRAS, Employee
participation (decentralization), Compensations system such as, attractive salary,
promotion, bonus, reward and good working environment, effective communication
system, Flexibility and adaptability, and retention of employee.
It is evident that, strategic human resource management practices contributed a lot on
the organizational effectiveness as the findings revealed. Training and development
of employees contribute to the organizational effectiveness/performance due to the
facts that, “it help the employee to increase the skills, it motivate the employees, it
minimize mistake and it help the organization to perform its work at a minimum
resources with maximum output. So that, these findings implied that, training and
development are one of strategic human resource practices which have a great
significant on the effectiveness of the organization.
58
Moreover, recruitment of employees with right skills to the right job it leads to
organizational effectiveness because, it minimize mistake, increase competency,
create a good image of the organization, work done as planned, and it enable the
employee to use his/her knowledge and skills as it required.
The findings also show that Performance appraisal through OPRAS is a tool which
guides the employee to work according to the agreed objectives, activities, strategies
and timeframe. But also it enables the organization to achieve its objectives because
every employee works depends on what he/she agreed with his/her supervisor.
Therefore when implemented properly it results to organizational effectiveness.
Compensations system such as, attractive salary, promotion, bonus, reward and good
working environment helps the employees to be mental settled, motivate employees,
minimize mistakes, increase job commitment and satisfaction so that if the
organization implements compensation system to its employee it will be in a good
chance of prosperity.
Furthermore, formal participation processes such as problem solving groups,
participation of employee in execution of strategic HR and decision enables the
employee to create sense of ownership/belongings, motivate employee, increase job
commitment, increase innovations and creativities, recognition and it help the HR
manager to reduce loads by delegating some works to subordinates so that in turn
contributes the organizational effectiveness.
Flexibility and adaptability enables the organization to acquire new things so as to fit
the existing environment. This habit put the organization in a great chance of
success. But also findings implied that, effective communication results to the
organizational effectiveness because it avoids information distortions; enables the
employee to have common understanding and enables the organization to accomplish
its objectives on timely.
Not only that, the findings revealed that, retention system plays the role for the
organization effectiveness due to the fact that, when the organization retain its skilled
59
employee the organization are likely to be effective because the employees are very
familiar to the job employed for, but also the organization be effective by avoiding
unnecessary costs to employ new workers by retaining its present employees.
In concluding to the third objective, the findings revealed that the organization which
operating strategically in managing its human resource by offering them training and
development, recruitment of employees with right skills and retain them, conducting
performance appraisal, providing compensation system like (attractive salary, bonus,
rewarding, good working environment), decentralization, effective communication,
flexibility and adaptability seems as doing the right things. These practices defined
the organization as effectiveness since it doing right things to its employees.
60
CHAPTER FIVE
DISCUSSION OF THE FINDINGS
5.1 Introduction
This chapter discusses their theoretical implications and the practical implications of
the research findings on examining strategic human resource management practices
towards organizational effectiveness.
5.2 Theoretical implications
The findings show the relationship with some of theoretical perspectives.
Commitment of employee to work, job satisfaction, work morale, lower level of
absenteeism as the findings of this study are results of best Human resource
management practices such as compensation system (like attractive salary,
promotion, bonus, prizes for good performer and good working environment),
training and development and recruitment of employees with right skills to the right
job. These findings correlate with the Universalistic theory which also referred to as
the best practice model. The notion of best practice mooted the idea that the adoption
of certain ‘best’ human resource practices would result in enhanced organizational
performance, manifested in improved employee attitudes and behaviors, lower levels
of absenteeism and turnover, higher levels of skills and therefore higher productivity,
enhanced quality and efficiency and of course increased profitability (Marchington &
Wilkinson, 2008). Here, it is argued that all organizations will benefit and see
improvements in organizational performance if they can identify, gain commitment
to and implement a set of best HRM practices. Thus, universalistic perspective
maintains that firms will see performance gains by identifying and implementing best
practice irrespective of the product market situation, industry or location of the firm
(Pfeffer, 2001).
The study examined on how strategic human resource management practices
contribute to the organization effectiveness. As the findings implied, training and
development, recruitment of employees with right skills, good compensation system
61
to employee, employee’s participation in formal process such as problem solving
groups, decision making and execution of HR strategies and retention of employees
plays the great role for the organization effectiveness. The organizations which
implements these practices effectively, defines as recognizing the value of Human
capital as the resource-based model has influenced Strategic HRM by focusing on
the value of employee in an organization. It stresses on the strategic value of human
capital and continuous workplace learning. Contrary to the matching SHRM model
which lay emphasis on external ‘opportunities’ and ‘threats’, the resource-based
SHRM model focuses more on the strategic importance of internal ‘strengths’.
Moreover, the Resource-Based model was claimed to be at the foundation of modern
HRM (Prahalad and Hamel,1990) as it focuses on the internal resources and how
they contribute to the effectiveness in the public sector.
Accordingly, Barney (1991) underlined that the resource-based perspective
emphasizes the strategic importance of exploiting internal ‘strengths’ and
neutralizing internal ‘weaknesses’. The resource-based model has influenced SHRM
by showing the importance of the effective utilization of human resources in order to
generate superior performance from employees, hopefully leading to successful
delivery of the civil service strategies. By human resources themselves, it was
understood the knowledge, skills and abilities of the employees combined with (or in
statistical language “mediated” by) their motivation to put these individual
characteristics to use for the benefit of the organization.
Furthermore, the findings as implied that, decentralization creates the notion ideals
of recognition among employees, but also training and development as well as good
compensation system such as attractive salary, prizes for good performers, and
promotions impeach a notion of motivation among employees. The findings also
implied that, flexibility and adaptability of organization help the organization to fit
the new changing of working environment of science and technology, but also
recruitment of employee with right skills create competency. This findings supported
the configurationally theory which is a combination of external fit and internal fit.
Configurationally theory assumes that, a firm with bundles of HR practices should
62
have a high level of performance, provided it also achieves high levels of fit with its
competitive strategy (Richard & Thompson, 1999, MacDuffie, 2005, Storey, 2007).
5.3 Practical implications
As the findings of study implied, strategic human resource management practices
such as: training and development, performance appraisal, recruitment, compensation
system, decentralization, flexibility, effective communication and retention of
employees have impact of organizational performance. The findings supported the
various research findings as Dimba and Obonyo (2009) investigated the nature of the
effect of the SHRM practices on organizational performance. The study sought to
determine whether the effect of human resource management practices on
organizational performance is direct or indirect through employee motivation, and
whether employee cultural orientations moderate the relationship between strategic
human resource practices and employee motivation. The results indicate that all the
variables of SHRM practices, except recruitment and selection were positive and
significantly correlated with performance.
The findings also correlated with the study conducted by Sigh (2004) which
investigated the relationship between six HRM practices and firm level performance
in India. 359 firms were drawn from firms listed in the centre for monitoring Indian
economy (CMIE) Database. Of these 359 firms, 82 responded positively to the
survey. Using regression and correlation analysis, the study found a significant
relationship between the two HR practices, namely; training and compensation, and
perceived organizational and market performance of the firms.
63
CHAPTER SIX
SUMMARY, CONCLUSSION, AND RECOMMENDATIONS
6.1 Introduction
This chapter pulls the threads together by recapitulating the objectives of the study
and its salient findings. Specifically, the chapter summarizes the salient findings,
conclusions, and recommendations.
6.2 Summary of Findings
In general, the findings supported the objectives tested. In the first objective, the
research wanted to test the knowledge of strategic human resource management
among employees at Siha district council and it seemed that, majority of respondents
have low knowledge on strategic human resource management as it resulted 52% of
responses. The findings also attributed that, strategic human resource management
practices are very important to the organization as it revealed that, the great number
of participants have positive Reponses on the importance of strategic human resource
management practices and they were mentioned several importance as; SHRM
practices help to increase organizational performance, profit maximization and
increase quality of services, help to achieve personal goals, giving direction to the
organization on budgeting and it motivate employees.
In the second objective, the study intended to know the Strategic Human Resource
Management practices which are used at Siha District Council. It is evident that,
although there are some of the Strategic Human Resource Management practices at
Siha District Council such as training and development, compensations system,
communication system and performance appraisal, its applicability and
implementation are not satisfactory and not given a priority. Furthermore, strategic
human resource management practices such as employee participation in formal
processes, flexibility and adaptability, seemed also be not given a priority by the
council. For instance, training and development as the findings revealed that,
majority of employees who attended training are self-sponsored and loan board as
64
well as NGOs sponsorship. Only few employees from health and education
departments were sponsored by the employer. The findings also show that, (85%) of
respondents fill the OPRAS form on what they planned to achieve throughout the
year without agreement with their supervisors and their performance assessed by
their supervisor without any feedback on how they were achieved. But also the
involvement of employees in formal processes is available at a low extent as it only
(32.5%) of respondents were involved on formal process such as problem solving
groups, decision making and execution of strategic human resources.
It also identified that the communication system in Siha District council is not
effective enough so that there is a need to be improved. The findings also implied
that, the retention system of employee in a council is somehow satisfactory since
some of employees get good salary and extra duty allowances, but some of
employees were not satisfied with the working environment. Moreover, the study
findings implied that flexibility and adaptability in Siha District council are on place
but its practices still not satisfactory as the majority of respondents failed to answer
the question, but also eleven 11 (22%) respondents explained that, the council is not
flexible to acquire new changing of work because of the bureaucratic system of
management”.
In the third objective, the study intended to know how strategic human resource
management practices contribute to the organizational effectiveness. The strategic
human resource management practices which the researcher focused were: training
and development, Recruitment, Performance appraisal through OPRAS, Employee
participation (decentralization), Compensations system such as, attractive salary,
promotion, bonus, reward and good working environment, effective communication
system, Flexibility and adaptability, and retention of employee.
Based on the findings, strategic human resource management practices contribute a
lot on the organizational effectiveness as the findings revealed: “Employee when
offered training and development, compensation system, they will increase the skills,
be motivated, mistake is minimized, increase job commitment and job satisfaction,
65
be mental settled as a results the organization be in a chance of prosper. But also the
recruitment of employees with right skills to the right job help to minimize mistakes,
increase competency, create the good image of the organization and it enable
employee to utilize his/her skills acquired.
The findings also revealed that, when the organization conduct performance
appraisal to its employees, it guides the employee to work according to the agreed
objectives, activities, strategies and timeframe and enable the organization to achieve
its objectives because every employee works according to what he/she agreed with
his/her supervisor.
Furthermore, formal participation processes such as problem solving groups,
participation of employee in execution of strategic HR and decision enables the
employee to create sense of ownership/belongings, motivate employee, increase job
commitment, increase innovations and creativities, recognition and it help the HR
manager to reduce loads by delegating some works to subordinates so that in turn
contributes the organizational effectiveness.
Flexibility and adaptability enables the organization to acquire new things so as to fit
the existing environment. This habit put the organization in a great chance of
success. But also findings implied that, effective communication results to the
organizational effectiveness because it avoids information distortions; enables the
employee to have common understanding and enables the organization to accomplish
its objectives on timely.
In general on regarding to the third objective, the organization which operating
strategically in managing its human resource by offering them training and
development, recruitment of employees with right skills, conducting performance
appraisal, providing compensation system like (attractive salary, bonus, rewarding,
good working environment), decentralization, effective communication, flexibility
and adaptability seems as doing the right things. These practices defined the
organization as effectiveness since it doing right things to its employees.
66
6.3 Conclusion
The research findings show that, the knowledge among employees in Siha District
Council on regarding the strategic human resources management attributed that,
majority of respondents have low knowledge on strategic human resource
management as it found that only 48% of respondents have positive responses. The
findings also attributed that, strategic human resource management practices are very
important to the organization as it revealed that, the great number of participants
have positive Reponses on the importance of strategic human resource management
practices and they were mentioned several importance as; SHRM practices help to
increase organizational performance, profit maximization and increase quality of
services, help to achieve personal goals, giving direction to the organization on
budgeting and it motivate employees. Furthermore, the strategic human resource
management practices are not well implemented in Siha District council.
Generally the findings of the study support that strategic human resource
management practices such as training and development, Recruitment, Performance
appraisal through OPRAS, Employee participation (decentralization),
Compensations system such as, attractive salary, promotion, bonus, reward and good
working environment, effective communication system, Flexibility and adaptability,
and retention of employee have a strong impact on organization effectiveness.
Therefore it concluded that, Siha District council advised to practice fully on
managing Human resource strategically in order to operate effectively.
6.4 Recommendations
To the Government
(i.) The Government should make a policy which insisting the Government
institutions to operate strategically on managing human resource in order to
be effectiveness
To Siha District council
(i.) Siha District council should solicit enough funds for training and
development of its employees because majority of them are self-sponsored
67
(ii.) Siha District council should conduct properly performance appraisal
(OPRAS) as it required
(iii.) The council should provide good compensation system such as such as,
attractive salary, promotion, bonus, and rewards to its employees which
impresses them to be committed to work, motivated and satisfied to their job
as well as retention outcomes.
(iv.) The council should be flexible and adaptable to the new changing
environment of work so as to fit the existing working environment of science
and technology
(v.) The council should fully involve its employees on formal process such as
problem solving groups, participation of employee in execution of strategic
HR and decision making in order to create the notion of ownership which
impresses the employees to be committed to work, motivated and satisfied to
their job as well as retention outcomes.
68
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77
APPENDICES
Appendix I: Organization Structure for Siha District Council
DISTRICT COUNCIL
DISTRICT
LAWYER
OFFICE
INTERNAL
AUDIT OFFICE
ELECTION
SECTON
DISTRICT EXECUTIVE DIRECTOR
SUPPLY
OFFICE
BEEKEEPING
SECTION
INFORMATION
TACHNOLOGY AND
COMMUNICATION
AD
MIN
IST
RA
TIO
N A
ND
HU
MA
N
RE
SO
UR
CE
HE
AL
TH
SE
CO
ND
AR
Y E
DU
CA
TIO
N
LA
ND
S A
ND
NA
TU
RA
L R
ES
OU
RC
ES
AG
RIC
UL
TU
RE
CO
OP
ER
AT
IVE
AN
D
IRIG
AT
ION
CO
MM
UN
ITY
DE
VE
LO
PM
EN
T A
ND
SO
CIA
L W
EL
FA
RE
WO
RK
S A
ND
FIR
E E
XT
ING
UIS
HE
RS
EN
VIR
ON
ME
NT
AL
AN
D S
AN
ITA
TIO
N
LIV
ES
TO
CK
AN
D F
ISH
ER
IES
WA
TE
R
PR
IMA
RY
ED
UC
AT
ION
FIN
AN
CE
AN
D B
US
INE
S
PL
AN
NIN
G M
ON
ITO
RIN
G A
ND
ST
AT
IST
ICS
78
79
Appendix II: Questionnaire for Staff
QUESTIONNAIRE FOR STAFF ID NO……
EXAMINING THE EFFECT OF STRATEGIC HUMAN RESOURCE
MANAGEMENT PRACTICES ON ORGANIZATIONAL EFFECTIVENESS IN
TANZANIA PUBLIC SECTOR: A CASE OF SIHA DISTRICT COUNCIL
Dear respondent, my name is Peter Bukelebe, a student at Mzumbe University,
pursuing Master of Science in Human Resource Management (MSc.HRM). I am
currently conducting a research as part of requirement to complete my second degree
studies, my research is basing on examining the effect of strategic human resource
management practices on organizational effectiveness in Tanzania public sector but
focusing on your office, therefore I acknowledge your presence as the main
stakeholder in this aspect. I wish to ensure you that all information provided in this
questionnaire will be treated as confidential and will be used for academic purpose
only. I highly appreciate your cooperation as well as your contributions.
PART A:
1. Occupational of respondent ……………………………………………….…
2. Department ……………………………………………………………………
3. Work experience
(i.) 1-3 years ( )
(ii.) 4-6 years ( )
(iii.) 7-9 years ( )
(iv.) 10 and above years ( )
PART B:
4. Do you know the meaning of strategic human resource management?
(i.) Yes ( )
(ii.) No ( )
80
5. If yes in question 4 above, briefly explain the meaning of strategic human
resource management
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
6. briefly explain the meaning of strategic human resource management
practices
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
………………………………………………………………………………………..
7. What is the importance of strategic human resource management practices to
the organization? Please briefly explain
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
8. Is Siha District Council practices on strategic human resource management?
(i.) Yes ( )
(ii.) No ( )
9. If yes in question 7 above please mention at least four strategic human
resources management practices which you know?
(i.) …………………………………………………………………………
(ii.) …………………………………………………………………………
(iii.) …………………………………………………………………………
(iv.) …………………………………………………………………………
81
10. Performance appraisal through OPRAS is one of the strategic human resource
management which practices at Siha District council. Do you agree or
disagree?
(i.) Agree ( )
(ii.) Disagree ( )
11. If agree explain briefly how your supervisor assessing your performance
through OPRAS
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
12. How many times in a year did you fill in OPRAS forms in your
Department/section?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
13. After filling OPRAS forms what step took place?(You may explain in brief)
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
14. Training and development programs are one of the strategic Human resource
management practiced by your organization. Is it true or not true?
(i.) True ( )
(ii.) Not true ( )
15. If true, explain briefly how many times did you attended the training through
the cost of your employer and which course did you attended
…………………………………………………………………………………
…………………………………………………………………………………
82
16. Compensation system such as promotion, bonus, reward, attractive salary and
good working environment are well implemented by Siha District council. Do
you agree or disagree?
(i.) Agree ( )
(ii.) Disagree ( )
17. If agree, briefly explain which compensations did you benefit from your
employer.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
18. Did you participate in any formal processes such as problem-solving groups,
decision making and execution of strategic HR management?
(i.) Yes ( )
(ii.) No ( )
19. If yes in question 17 above, explain briefly which formal process did you
participated and how many times?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
20. Do you think communication system at Siha District council is effective?
(i.) Yes ( )
(ii.) No ( )
21. If yes in question 19 above, explain how communication system at Siha
District Council is effective
…………………………………………………………………………………
…………………………………………………………………………………
83
22. Flexibility and adaptability is one of the competitive strategies. Explain how
Siha District Council is more flexible to adapt the new changing environment
of work.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
23. Retention of employees is one of the strategic human resource management
practices. Explain how do you feel to work at Siha District council and may
be do you have any plan to leave this organization for any reason?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
24. Do you think strategic human resource management practices such as
recruitment, training and development, performance appraisal, participation
of employees in formal process, compensation system, flexibility and
adaptability, retention of employee’s and effective communication have the
influence of the organization effectiveness?
(i.) Yes ( )
(ii.) No ( )
25. Explain how Recruitment of employee with right skills to the right job is
leads to the organization effectiveness/performance.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
84
26. Explain how Training and development of employee contributes to the
organizational performance?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
27. Explain how Performance appraisal of employee through OPRAS results to
the organizational effectiveness/performance?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
28. State how formal participation processes such as problem-solving groups,
participation of employee in execution of strategic HR and decision making
be the sources of organizational effectiveness?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
29. Explain how Attractive salary, prizes for good performer, bonus and good
working environment contributes to the performance of the organization?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
30. With examples, explain how the organizational ability to respond on the
changing new environment of work has the great chance of success?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
85
31. Explain how effective communication results to the organizational
effectiveness?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
32. What is your suggestion to researcher concerning this study? Briefly explain
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
Thank You for Your Good Cooperation
86
MZUMBE UNIVERSITY
Appendix III: Questionnaire for HR Officers and Heads of Departments.
EXAMINING THE EFFECT OF STRATEGIC HUMAN RESOURCE
MANAGEMENT PRACTICES ON ORGANIZATIONAL EFFECTIVENESS IN
TANZANIA PUBLIC SECTOR: A CASE OF SIHA DISTRICT COUNCIL
Dear respondent, my name is Peter Bukelebe, a student at Mzumbe University,
pursuing Master of Science in Human Resource Management (MSc.HRM). I am
currently conducting a research as part of requirement to complete my second degree
studies, my research is basing on examining the effect of strategic human resource
management practices on organizational effectiveness in Tanzania public sector but
focusing on your office, therefore I acknowledge you are presence as the main
stakeholder in this aspect. I wish to ensure you that all information provided in this
questionnaire will be treated as confidential and will be used for academic purpose
only. I highly appreciate your cooperation as well as your contributions.
PART A:
1. Occupational of respondent …………………………………………………
2. Department ……………………………………………………………………
3. Work experience
(i.) 1-3 years ( )
(ii.) 4-6 years ( )
(iii.) 7-9 years ( )
(iv.) 10 and above years ( )
PART B:
4. Briefly explain the meaning of strategic human resources management
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
87
5. Briefly explain the meaning of strategic human resource management
practices
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
6. What is the importance of strategic human resource management practices to
the organization? Please explain briefly.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
7. Please Mention at least five strategic human resources management practices
which undertaken with your organization.
(i.) …………………………………………………………………………
(ii.) …………………………………………………………………………
(iii.) …………………………………………………………………………
(iv.) …………………………………………………………………………
(v.) …………………………………………………………………………
8. Briefly explain how recruitment and selection is done in your organization.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
9. Are training and development programs of employee undertaken by your
organization?
(i.) Yes ( )
(ii.) No ( )
88
10. If yes in question 8 above are you allocate funds for training and development
of your employee?
(i.) Yes ( )
(ii.) No ( )
11. If yes in question 9 above, how many employees developed their career this
year? Please mention through this program.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
12. Are Employees at all level at Siha District council involved in formal
participation processes such as execution of HR strategy, problem-solving
groups, and decision making?
(i.) Yes ( )
(ii.) No ( )
13. If yes in question 11, how many times do you engaged your employees in
execution of HR strategy, problem-solving groups, and decision making?
Please explain
………………………………………………………………………………….
………………..………………………………………………………………
…………………………………………………………………………………
14. Mention the retention strategies of your organization which applied to retain
employees
…………………………………………………………………………………
………………...…………………………………………………………….…
89
15. Mention the compensation system of your organization
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
16. The HR managers involved in the formulation and implementation of
organizational strategies and the alignment of human resource management
with the strategic needs of an organization. Do you agree or disagree?
(i.) Agree ( )
(ii.) No ( )
17. If agree in question 15 above, briefly explain how HR managers plays the
role in aligning the strategic human resource management with the
organizational objectives
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
18. Performance appraisal through OPRAS is one of the strategic human resource
management which practices at Siha District council. Do you agree or
disagree?
(i.) Agree ( )
(ii.) Disagree ( )
19. If agree explain briefly how you assess the performance of your subordinates
using OPRAS
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
90
20. After filling OPRAS forms what next step takes place?(You may explain)
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
21. Flexibility and adaptability is one of the competitive strategies. Explain how
Siha District Council is more flexible to adapt the new changing environment
of work.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
22. Do you think communication system in Siha District council is effective?
(i.) Yes ( )
(ii.) No ( )
23. If yes in question 19 above, explain how communication system at Siha
District Council is effective
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
24. Do you think strategic human resource management practices such as
recruitment, training and development, performance appraisal, participation
of employees in formal process, compensation system, flexibility and
adaptability, retention of employee’s and effective communication have the
influence of the organization effectiveness?
(i.) Yes ( )
(ii.) No ( )
91
25. Explain how Recruitment of employee with right skills to the right job is
leads to the organization effectiveness/performance.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
26. Explain how Training and development of employee contributes to the
organizational performance?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
27. Explain how Performance appraisal of employee through OPRAS results to
the organizational effectiveness/performance?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
28. State how formal participation processes such as problem-solving groups,
participation of employee in execution of strategic HR and decision making
be the sources of organizational effectiveness?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
29. Explain how Attractive salary, prizes for good performer, bonus and good
working environment contributes to the performance of the organization?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
92
30. With examples, explain how the organizational ability to respond on the
changing new environment of work has the great chance of success?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
31. Explain how effective communication results to the organizational
effectiveness?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
32. Explain how retention system plays the role for the organizational
effectiveness?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
33. Mention other factors concerning strategic human resource management
which do you think has an influence on the organizational effectiveness.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
34. What is your suggestions concerning this study?
…………………………………………………………………………………
…………………………………………………………………………………
Thank You for Your Cooperation.
93
Appendix IV: Interview Guide for Managerial Cadres and Other Staff
1. Do you know the meaning of strategic human resource management? If yes
briefly explain what do you know about it?
2. What is the importance of strategic human resource management practices to
the organization?
3. Is your organization implementing any strategic human resource
management?
4. What are the strategic human resource management implemented by your
organization?
5. Do you attend any training course through the sponsorship of your
organization? If yes what was it?
6. Is your organization allocating funds for training and development of
employees?
7. Is the performance appraisal through OPRAS carried out by subordinate -
supervisor at the same table and do you get a feedback of your performance?
8. Is your organization providing reward to good performer and what kind of
rewards is provided?
9. Explain how Siha District Council is more flexible to adapt the new changing
environment of work?
10. Did you participate in any formal processes such as problem-solving groups,
decision making and execution of strategic HR management and explain what
was it?
94
11. Do you think communication system at Siha district council is effective? If
yes explain how communication system at Siha district council is effective?
12. Are HR managers/officers involved in the formulation and implementation of
organizational strategies and the alignment of human resource management
with the strategic needs of the organization?
13. Do you think strategic human resource management practices have an
influence to the organizational effectiveness? If yes explain how?
14. What do you suggest concerning this study?
Thank You for Your Participation.
95
Appendix V: Data Coding Key
CODING KEY FOR THE QUESTIONNAIRE ADMINISTERED TO
RESPONDENTS AT SIHA DISTRICT COUNCIL PATERNING TO THE
INFLUENCE OF SHRM ON ORGANIZATIONAL EFFECTIVENESS.
QUESTIONAIRE A.
Question 1
Code name: Occupational of respondent =1
Question 2
Code name: Department of respondent
Question 3
Code name: Work experience
1-3 years =1
4-6 years =2
7-9 years =3
10 and above years = 4
Question 4
Code name: The meaning of strategic human resource management
Question 5
Explanations on the meaning of strategic human resource management
Question 6
Code name: The meaning of strategic human resource management practices
Question 7
Code name: The aim of strategic human resource management
96
Question 8
Code name: The practice of Strategic human resource management in Siha District
council
Question 9
Code name: To mention at least four strategic human resources management
practices
Question 10
Code name: Performance appraisal through OPRAS as one of the strategic human
resource management which practices in Siha District council.
Question 11
Code name: explanations on how supervisor assessing the performance of their
employees through OPRAS
Question 12
Code name: How many times in a year did OPRAS forms filled in the
Department/section
Question 13
Code name: the next step after filling OPRAS forms.
Question 14
Code name: Training and development programs as the strategic Human resource
management practiced by the organization
Question 15
Code name: Explain on how many times did the respondents attended the training
through the cost of their employer and which course did they attended
97
Question 16
Code name: the responses on the implementation of Compensation system such as
promotion, bonus, reward, attractive salary and good working
environment.
Question 17
Code name: Briefly explanations on the compensations which the employees did
benefit from their employer.
Question 18
Code name: The response whether employees participate in any formal processes
such as problem-solving groups, decision making and execution of
strategic HR management
Question 19
Code name: Explanations on which formal process did employees participated and
how many times
Question 20
Code name: Responses whether communication system in Siha District council is
effective
Question 21
Code name: Explanations on how communication system in Siha District Council is
effective
Question 22
Code name: Explanations on how Siha District Council is more flexible to adapt the
new changing environment of work.
Question 23
98
Code name: Explanation on how do employees feel to work in Siha District council
and may be do they have any plan to leave the organization for any
reason
Question 24
Code name: Do you think strategic human resource management practices such have
the influence of the organization effectiveness?
Question 25
Code name: Explain on how Recruitment of employee with right skills to the right
job is leads to the organization effectiveness/performance.
Question 26
Code name: Explanations on how Training and development of employee contributes
to the organizational performance
Question 27
Code name: Explanations how Performance appraisal of employee through OPRAS
results to the organizational effectiveness/performance
Question 28
Code name: Statement on how formal participation processes such as problem-
solving groups, participation of employee in execution of strategic HR
and decision making be the sources of organizational effectiveness
Question 29
Code name: Explanations on how Attractive salary, prizes for good performer, bonus
and good working environment contributes to the performance of the
organization
99
Question 30
Code name: Explanations on how the organizational ability to respond on the
changing new environment of work has the great chance of success
Question 31
Code name: Explanations on how effective communication results to the
organizational effectiveness
Question 32
Code name: Suggestions to researcher concerning this study
QUESTINNAIRE B:
Question 1
Code name: Occupational of respondent =1
Question 2
Code name: departments of respondents
Question 3
Code name: Work experience
1-3 years =1
4-6 years =2
7-9 years =3
10 and above years = 4
Question 4
Code name: The meaning of strategic human resource management
100
Question 5
Code name: The aim of strategic human resource management
Question 6
Code name: The practice of Strategic human resource management in Siha District
council
Question 7
Code name: How recruitment and selection is conducted in SDC.
Question 8
Code name: The Training and development programs of employee in SDC
Question 9
Code name: allocation of funds for training and development of employee in SDC
Question 10
Code name: Number of employees in SDC developed their career this year
Question 11
Code name: Involvement of employee in formal participation processes such as
execution of HR strategy, problem-solving groups, and decision making
Question 12
Code name: The involvement extent of employees in execution of HR strategy,
problem-solving groups, and decision making in SDC
Question 13
Code name: The retention strategies in SDC which applied to retain employees
Question 14
Code name: The compensation system in SDC
101
Question 15
Code name: The HR manager’s involvement in the formulation and implementation
of organizational strategies and the alignment of human resource
management with the strategic needs of an organization
Question 16
Code name: Briefly explanations on how HR managers play the role in aligning the
strategic human resource management with the organizational
objectives
Question 17
Code name: Performance appraisal through OPRAS is one of the strategic human
resource management which practices in Siha District council.
Question 18
Code name: Briefly explanation on how supervisors assess the performance of their
subordinates using OPRAS
Question 19
Code name: the next step after filling OPRAS forms
Question 20
Code name: Explanation on how Siha District Council is more flexible to adapt the
new changing environment of work.
Question 21
Code name: Responses whether communication system in Siha District council is
effective
102
Question 22
Code name: Explanations on how communication system in Siha District Council is
effective
Question 23
Code name: Do you think strategic human resource management practices such have
the influence of the organization effectiveness?
Question 24
Code name: Explain on how Recruitment of employee with right skills to the right
job is leads to the organization effectiveness/performance.
Question 25
Code name: Explanations on how Training and development of employee contributes
to the organizational performance
Question 26
Code name: Explanations how Performance appraisal of employee through OPRAS
results to the organizational effectiveness/performance
Question 27
Code name: Statement on how formal participation processes such as problem-
solving groups, participation of employee in execution of strategic HR
and decision making be the sources of organizational effectiveness
Question 28
Code name: Explanations on how Attractive salary, prizes for good performer, bonus
and good working environment contributes to the performance of the
organization
Question 29
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Code name: Explanations on how the organizational ability to respond on the
changing new environment of work has the great chance of success
Question 30
Code name: Explanations on how effective communication results to the
organizational effectiveness
Question 31
Code name: Explanation on how retention system plays the role for the
organizational effectiveness.
Question 32
Code name: Other factors concerning strategic human resource management which
has an influence on the organizational effectiveness
Question 33
Code name: Suggestions to researcher concerning this study
INTERVIEW GUIDE
Question 1
Code name: The meaning of strategic human resource management
Question 2
Code name: The aim of strategic human resource management
Question 3
Code name: The implementation strategic human resource management in SDC
Question 4
104
Code name: Whether or not strategic human resource management implemented by
SDC
Question 5
Code name: any training and development course attended by employee through the
sponsorship of their organization
Question 6
Code name: allocation of funds for training and development of employees in SDC
Question 7
Code name: whether the performance appraisal through OPRAS carried out by
subordinate - supervisor at the same table and whether feedback of
employee performance is given
Question 8
Code name: Whether the organization providing reward to good performer and what
kind of rewards is provided
Question 9
Code name: How Siha District Council is more flexible to adapt the new changing
environment of work
Question 10
Code name: Employee participate in any formal processes such as problem-solving
groups, decision making and execution of strategic HR management
and what was it
Question 11
Code name: How communication system in Siha district council is effective
Question 12
Code name: Are HR managers/officers involved in the formulation and
implementation of organizational strategies and the alignment of
105
human resource management with the strategic needs of the
organization?
Question 13
Code name: How the strategic human resource management can contribute the
organization effectiveness
Question 14
Code name: suggestions concerning this study