The Effect of Selected Human Resource Management Practices on Employees' Job Satisfaction in Ethiopian Public Banks

Abstract

Most of the research has been conducted in the job satisfaction of employees' on employees job related outcomes but there is little well comprehensive research done that shows the influence of HRM practices on the satisfaction of employees towards a job.This study is co-relational type of research design which is aimed to describe or ascertain if there are significant associations between selected HRM practices and employees' job satisfaction.In addition to Correlation and Regression, Descriptive statistics, frequencies and percentages were utilized to analyze the data.Interpretation is made on the mean, frequency, and percentage of the data and summarized by bar graphs and pie charts.The study result has implied that recruitment and selection is found to have moderate but positive correlation with employees' job satisfaction and the remaining, training and development, performance appraisal and compensation package found to have strong positive correlation with employees' job satisfaction. Moreover, the regression result shows that recruitment and selection, training and development, performance appraisal and compensation package have a significant positive impact on job satisfaction.Each HRM practices in the banks should be a source for employees' satisfaction and then employees will be loyal and willing to stay in those organizations (Banks) because, employees' satisfaction on the job will reduce absenteeism and turn over intentions in public banks.

Human Resource Management Practices and Employee Satisfaction in Microfinance Banks in Nigeria

“…Human resource capability can be a source of sustainable competitive advantage. This result is consistent with the findings of (Mir Mohammed Nurul Absar et al, 2010;Ijigu, 2015;Usha Priya, 2013;Javed et al, 2012;Garcia, 2005) that training and development have a significant positive impact on employees satisfaction. Similarly, the result indicates that the relationship between human resource planning with a p-value (0.030), employee compensation with p-value (0.004) and employee satisfaction is statistically significant, hence, authors, therefore, conclude that H2, employee compensation is positively associated with employee satisfaction is supported.…”

“…Similarly, the result indicates that the relationship between human resource planning with a p-value (0.030), employee compensation with p-value (0.004) and employee satisfaction is statistically significant, hence, authors, therefore, conclude that H2, employee compensation is positively associated with employee satisfaction is supported. This result is in consonance with the findings of (Oyeniyi et al, 2014;Ijigu, 2015;Masoodul et al, 2013;Aswathappa, 2008) that compensation is positively related to employees satisfaction, but negates the findings of (Javed et al, 2012;Rahman et al, 2013) that compensation is not positively related to employee satisfaction. H3, There is a significant positive relationship between human resource planning and employee satisfaction is supported.…”

“…Practices and Employee satisfaction Ijigu (2015), study the effect of HRM practices on employee satisfaction in Ethiopian public banks, the results of this study suggest that HRM practices mainly recruitment and selection, training and development, performance appraisal and compensation package are positively related to employee job satisfaction. Aswathappa (2008) argued that organisations should have better HR plans to motivate its employees.…”

The Relationship between Employee Commitment to Strategy Implementation and Employee Satisfaction

“…Empirically, some studies found a positive relationship between human resource practices and employee satisfaction (e.g. Nwachukwu, Chladkova, 2017;Ijigu, 2015;Rahman et al, 2013). Additionally, employee satisfaction is widely recognised as a determinant of productivity and performance in firms (Silvestro, 2002;Dawal et al, 2009).…”

An Empirical Analysis of Predictor Influence Mechanisms of HRM Practices and Corporate Sustainability on Employee Engagement: A mediation Analysis

“…Studies on Human Resource Management Practices have argued that training and development (T&D) is among the top influencers of intellectual capacity building and skills competencies within a dynamic workforce (Ijigu, 2015;Nassazi, 2013). Furthermore, it is widely known to have a positive impact on the overall organization (Mone & London, 2010) as well as create an opportunity where employees" ideas, developments and efforts are invested by the organization (Piening et al, 2014).…”