STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE OF INFORMATION SERVICES DEPARTMENT IN GHANA
STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE OF INFORMATION SERVICES DEPARTMENT IN GHANA
Samuel Kuse - Doctor of Philosophy in Business Administration (HRM), Kenyatta University, Kenya
Dr. Rosemarie Wanyoike, PhD - Lecturer, Department of Business Administration, Kenyatta University, Kenya
ABSTRACT
Employee’s performance is crucial to optimum productivity especially in public institutions across the globe. For public organizations to attain their strategic goals, staff performance management, capacity upgrade and employee’s motivation plays a pivotal role. Extant research studies have revealed a relationship between strategic human resource management practices and organizational performance. Moreover, several research studies have been subjective in determining effects human resource management practices has on organizational performance. This study therefore, employs desk review to determine the impact strategic human resource management practices has on organizational performance. Literature reviewed indicates that there are gaps in explaining the relationship between strategic human resource management practices and organizational performance. Several researchers including practitioners have measured performance management practices such as employee’s motivation effect on organizational performance using different measurement approaches. Available literature indicates that other key determinants such as employees training and development, culture and institutional leadership, top management commitment and some others impact on the use of strategic human resource management practices on organizational performance. Therefore, there is a real need to determine the relationship between strategic human resource management practices and organizational performance. Public institutional managers should ensure that relevant strategic human resource management practices adopted for full application are well communicated to staff and linked to individual staff and overall organizational objectives while role content and scope must also, be defined explicitly and clearly to avoid role clash and role enigma. Employee’s performance should also be reviewed periodically to ensure that goals and objectives are continuously being met that would translate into the achievement of maximum organizational productivity.
