International Journal of Management and Commerce Innovations ISSN 2348-7585 (Online) Vol. 7, Issue 2, pp: (189-195), Month: October 2019 - March 2020, Available at: www.researchpublish.com
HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE PERFORMANCE IN NOT-FOR-PROFIT ORGANIZATIONS IN TANZANIA: A STUDY OF SELECTED CIVIL SOCIETY ORGANIZATIONS IN ARUSHA 1
Sarah Joseph Kessy, 2Dr. Samuel Obino Mokaya Jomo Kenyatta University of Agriculture and Technology, Kenya
Abstract: Human resource management practices refer to organizational activities and processes directed at managing human resources through attracting, developing, motivating and retention of employees for the fulfillment of organizational goals. The purpose of the study was to determine the effects of the HRM practices; namely recruitment and selection, training and development and performance appraisal on employee performance in civil society organizations in Arusha. The study adopted a descripto-explanatory design and covered a population of 50 employees from four CSOs in Arusha which include; HakiMadini, Faida MaLi, PINGOS forum and CORDS. A semi-structured questionnaire was used to collect primary data. Content analysis was used to analyze qualitative data and quantitative data was analyzed using descriptive (mean) and inferential statistics (correlation analysis). The study revealed that recruitment and selection, training and development and performance appraisal are common practice in civil society organizations with a positive effect on employee performance. The study revealed a positive correlation between human resource practices and employee performance with a correlation coefficient at 0.018 for Recruitment and selection and 0.564 performance appraisal practices in CSOs received above average rating with training and development receiving highest rating at 0.623. The study recognized a linkage between HRM practices and employee performance was less than 0.05 significance level which implies that organizations with functional HRM practices enables employees to perform better than those that do not. Keywords: HRM practices, Recruitment and Selection, Training and Development, Performance Appraisal and Employee Performance.
1. INTRODUCTION Organizational performance is a product of employee performance. Satisfactory performance of employees does not happen automatically it requires time, effort and processes that enables employees to acquire the required skills and information to perform. Human resources management practices involve the processes of hiring and developing employees so that they become more valuable to the organization, this evolved throughout history to fit to the changing work environments. According to Armstrong (2010), the practice of human resource management is concerned with all aspects of how people are employed and managed in organizations. It covers activities such as strategic HRM, human capital management, corporate social responsibility, knowledge management, organization development, resourcing (human resource planning, recruitment and selection, and talent management), performance management, learning and development, reward management, employee relations, employee well-being and health and safety and the provision of
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