| Title : | Impact of strategic human resource management practices on organization performance in Nepalese commercial banks | | Material Type: | printed text | | Authors: | Sudip Aryal, Author | | Publication Date: | 2017 | | Pagination: | 98p. | | Size: | GRP/Thesis | | Accompanying material: | 9/B | | Languages : | English | | Descriptors: | Personnel management
| | Class number: | 647.94068 | | Abstract: | Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valuable assets working there who individually and collectively contributes to the achievement of its objectives. Human resources management includes formal human resource functions (recruitment, selection, training and devel¬opment, appraisal, compensation, and employee relations) performed within the organization or exter¬nal to it and more in¬formal management of employees performed by all administrators. According to Dessler (2008) the policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising comprises of HRM. Organizational performance is getting more and more important, especially in a market with greater competition and dynamic. Organizational performance is measured through different indicators. It guarantees the continuity of the organization to be competitive in a global marketplace. Normally, the implementation of performance indicators achieved through human resources. Human resources are the key for keeping the organization in the market so competitive. These human resources need to be managed effectively to achieve the required performance of the organization. It is necessary to manage strategically the human resources and to adapt at its strategy with organizational strategy. The aim of this study is focused on the impact of the strategic management of human resource in achieving organizational performance.
The major purpose of this study is to identify the impact of strategic human resource management practices on the organizational performance of Nepalese commercial banks. The study has the following specific objectives are to identify the perception of employees and managers regarding HRM practices in Nepalese commercial banks, to examine the relationship between HRM practices and organizational commitment in Nepalese commercial banks, to analyze the relationship between HRM practices and financial performance, to identify the most important HR factor affecting organization performance of Nepalese commercial banks.
This study was conducted based on primary and secondary sources.In this study, primary source of data is used to assess the opinions of respondents on HRM practices and organization performance of Nepalese commercial banks. The survey is based on 135 respondents from 15 commercial banks in Nepal. To achieve the purpose of the study, structured questionnaire is prepared. The multiple regression models are estimated to test the significance and importance of HRM practices and organization performance in Nepalese commercial banks. The proxies of HR practices are recruitment and selection, training and development, compensation practices and performance appraisal.
The result shows that there is positive impact of HRM practices on organizational commitment. This indicates that better organizing of HRM practices tends to enhance organizational commitment. Similarly, there is positive relationship of HRM practices and ROA. It reveals that increase in training and development, recruitment and selection, compensation practice and performance appraisal leads to increase in return on assets in Nepalese commercial banks. Moreover, training and development, performance appraisal, compensation practices and recruitment and selection has positive relationship with earnings per share. This indicates that better HRM practices leads to increases earnings per share. The beta coefficient is positive for recruitment and selection and performance appraisal with organization performance.The main conclusion of this study is that all the variables of human resource management practices have positive impact on organizational commitment, return on assets and earnings per share of Nepalese commercial banks. If the Nepalese commercial bank has good HRM practices in the form of recruitment and selection, training and development, compensation practices and performance appraisal it will tends to increase organization performance in the form of employee organization commitment, return on assets and earnings per share.Similarly, there is positive impact of HRM practices and return on assets. It reveals that increase in training and development, recruitment and selection, compensation practice and performance appraisal leads to increase in return on assets. Moreover, training and development, performance appraisal, compensation practices and recruitment and selection has positive impact with earnings per share. This indicates that better HRM practices leads to increases earnings per share. The study also concludes that recruitment and selection play the most influencing role while compensation practices plays a least important role in determining the organization performance in Nepalese commercial banks.
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Impact of strategic human resource management practices on organization performance in Nepalese commercial banks [printed text] / Sudip Aryal, Author . - 2017 . - 98p. ; GRP/Thesis + 9/B. Languages : English | Descriptors: | Personnel management
| | Class number: | 647.94068 | | Abstract: | Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valuable assets working there who individually and collectively contributes to the achievement of its objectives. Human resources management includes formal human resource functions (recruitment, selection, training and devel¬opment, appraisal, compensation, and employee relations) performed within the organization or exter¬nal to it and more in¬formal management of employees performed by all administrators. According to Dessler (2008) the policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising comprises of HRM. Organizational performance is getting more and more important, especially in a market with greater competition and dynamic. Organizational performance is measured through different indicators. It guarantees the continuity of the organization to be competitive in a global marketplace. Normally, the implementation of performance indicators achieved through human resources. Human resources are the key for keeping the organization in the market so competitive. These human resources need to be managed effectively to achieve the required performance of the organization. It is necessary to manage strategically the human resources and to adapt at its strategy with organizational strategy. The aim of this study is focused on the impact of the strategic management of human resource in achieving organizational performance.
The major purpose of this study is to identify the impact of strategic human resource management practices on the organizational performance of Nepalese commercial banks. The study has the following specific objectives are to identify the perception of employees and managers regarding HRM practices in Nepalese commercial banks, to examine the relationship between HRM practices and organizational commitment in Nepalese commercial banks, to analyze the relationship between HRM practices and financial performance, to identify the most important HR factor affecting organization performance of Nepalese commercial banks.
This study was conducted based on primary and secondary sources.In this study, primary source of data is used to assess the opinions of respondents on HRM practices and organization performance of Nepalese commercial banks. The survey is based on 135 respondents from 15 commercial banks in Nepal. To achieve the purpose of the study, structured questionnaire is prepared. The multiple regression models are estimated to test the significance and importance of HRM practices and organization performance in Nepalese commercial banks. The proxies of HR practices are recruitment and selection, training and development, compensation practices and performance appraisal.
The result shows that there is positive impact of HRM practices on organizational commitment. This indicates that better organizing of HRM practices tends to enhance organizational commitment. Similarly, there is positive relationship of HRM practices and ROA. It reveals that increase in training and development, recruitment and selection, compensation practice and performance appraisal leads to increase in return on assets in Nepalese commercial banks. Moreover, training and development, performance appraisal, compensation practices and recruitment and selection has positive relationship with earnings per share. This indicates that better HRM practices leads to increases earnings per share. The beta coefficient is positive for recruitment and selection and performance appraisal with organization performance.The main conclusion of this study is that all the variables of human resource management practices have positive impact on organizational commitment, return on assets and earnings per share of Nepalese commercial banks. If the Nepalese commercial bank has good HRM practices in the form of recruitment and selection, training and development, compensation practices and performance appraisal it will tends to increase organization performance in the form of employee organization commitment, return on assets and earnings per share.Similarly, there is positive impact of HRM practices and return on assets. It reveals that increase in training and development, recruitment and selection, compensation practice and performance appraisal leads to increase in return on assets. Moreover, training and development, performance appraisal, compensation practices and recruitment and selection has positive impact with earnings per share. This indicates that better HRM practices leads to increases earnings per share. The study also concludes that recruitment and selection play the most influencing role while compensation practices plays a least important role in determining the organization performance in Nepalese commercial banks.
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