The premise of human resource management practices
is that an organisation’s most important resource is its people, and that its
performance depends heavily on them. For human resource management to have a
meaningful impact on organisational performance, an appropriate range of human
resource policies and processes must be developed and effectively implemented.
Strategic human resource management is an approach that defines how the organisation’s goals are achieved by its employees through human
resource policies and practices that are integrated with the human resource
strategy. Strategic Human Resource Management’s growing popularity is primarily
due to its clear commitment to improving organisational performance. However,
studies on the linkage between strategic human resource management practices
and organisational performance that have been carried out in the African
perspective, are very few especially in a public organisation. The purpose of this
study was to examine the impact of strategic human resource management
practices on organisational performance. The study was conducted at the
National Assembly of Zambia which has its presence in all the one hundred and
fifty-six (156) Constituencies through Parliamentary Constituency Offices. The
study utilised quantitative research method. Data was collected from the study
participants using a questionnaire. Collected data was analyzed using
descriptive statistics and statistical inference (Pearson Correlation
Coefficient and Multiple Regression Analysis). The Pearson Correlation
Coefficient was used in order to find out the relationship between the
variables and the Multiple Regression Analysis was used in order to find out
the impact of independent variables on the dependent variable. The hypothesis
test results revealed that there was a relationship between all human resource
management practices and organisational performance at the National Assembly of
Zambia. However, it was revealed that organisation and resourcing had a
negative and weak, positive impact on organisational performance, respectively.
Learning and development, performance and reward management and employee
welfare had a significant impact on organisational performance.
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