Strategic human resource management practices and organisational performance: A case of the Zambia national assembly of Zambia

Abstract

The premise of HRM practices is that an organisation's most important resource is its people, and that its performance depends heavily on them. For HRM to have a meaningful impact on organisational performance, an appropriate range of human resource policies and processes must be developed and effectively implemented. SHRM 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. SHRM's growing popularity is primarily due to its clear commitment to improving organisational performance. However, studies on the linkage between SHRM 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 SHRM 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 analysed 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 HRM 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. The study therefore concluded that SHRM practices have significant impacts on performance of the Zambia National Assembly. The study recommended the need for institutional transparency, employee engagement and access to information by employees. The study also recommended that the Zambia National Assembly should also have a deliberate policy on continuous professional development as well as a succession plan policy.