Abstract
The study examined the Human Resource Management practices in the Senior High Schools in the Akwapim North District in the Eastern Region of Ghana. Areas examined include recruitment and selection, induction, training and development and supervision. The main purpose of the study was to find out the nature and impact of Human Resource Management practices in the Senior High schools in the Akwapim North District. The study population comprised all teachers, schools heads, assistant school heads and four front-line Directors of Education in the District. In all, a sample size of three hundred and twenty respondents was used for the study. A questionnaire and an interview guide were used to collect the data for the study. The study revealed among other things that a large majority of the respondents were of the view that orientation should be organized for teachers when appointed to teach in the schools. In-service training workshops should also be organized for teachers from time to time to upgrade their skills and knowledge. Based on the findings of the study it was recommended that greater emphasis should be placed on the upgrading of skills and knowledge of teachers through regular training, orientation and development programmes.
Highlights
Personnel Management known as Human Resource Management began to develop as a field of specialization about the beginning of the twentieth century
Teachers were requested to give their perception on the Human Resource Management practices on recruitment and selection (Table 3)
During the research it was revealed that professional teachers were not interviewed for appointment when they complete their education
Summary
Personnel Management known as Human Resource Management began to develop as a field of specialization about the beginning of the twentieth century. They see Personnel Management as being narrower and more clerically oriented than Human Resource Practice They are of the view that the function of Personnel Management was initially limited largely to hiring, firing and time-keeping was handled by each supervisor as part of his job. As production methods became more complex and the workload of the supervisor increased, work responsibility relation to records keeping and payroll records were assigned to clerks who were in effect ‘specialist’. This clerical function, initially, in some instances, was enlarged to include responsibilities for employment and eventually to include other functions that were assigned to the Personnel Department (Sarma, 2009; Grensing-Pophal, 2010 and Armstrong, 2009)
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