Browsing by Author "Akalezi, Uchendu Nicholas"

Now showing 1 - 1 of 1
  • Thumbnail Image
    Item
    Impact of human resource management practices on the financial and operational performance of commercial banks listed on the Nigerian Stock Exchange
    (Stellenbosch : Stellenbosch University, 2024-03) Akalezi, Uchendu Nicholas; Van Nieuwenhuyzen, Bernard Jansen; Stellenbosch University. Faculty of Military Science. School for Defence Organisation and Resource Management.
    ENGLISH ABSTRACT: Considering the increasing influence of globalisation and the nature of the present business environment, Human Resource Management (henceforth HRM) is important to ensuring organisations' existence and performance. Recognising this fact, several studies have investigated the relevance and impact of HRM in organisations. Notwithstanding such scholarly endeavours, these studies have neglected the impact of HRM practices on both the financial and operational performance of commercial banks listed on the Nigerian Stock Exchange (NSE). Therefore, this study has empirically examined the impact of HRM practices on the operational and financial performance of commercial banks listed on the NSE since the banking reform of 2009, relying on a mixed-method research approach that collected both primary and secondary data. The primary data made use of questionnaires which were administered in 2023 among staff of selected banks to gain responses on the survey questions. The secondary data were based on financial reports sourced from the websites of the selected banks to determine the return on assets of those banks for the period 2011 and 2022. The data were analysed through descriptive and inferential statistics such as frequency counts and Pearson correlation coefficient. The outcome of the research indicates that respondents believe that an HRM department and its activities were crucial to the banks (93.0%) and the employees (80.2%). Respondents further believed that HRM practices, such as the recruitment process (RP-56.4%), performance assessment (PAs-52.4%), training (T-52.4%) and compensation (C 51.3%) will influence the financial performance of the banks. Furthermore, they believe that HRM practices such as the RP, employee participation (EP) and training (T) influence operational performance in terms of product quality, productivity and new product development. There was a statistically significant relationship between HRM practices and financial performances (where p < 0.05, p =0.05) except for RP (where p > 0.05, p= 0.438). Similarly, there was a statistically significant relationship between HRM practices and new product development, but none with productivity. In conclusion, the study revealed that HRM offices and practices impact on the activities of commercial banks and therefore influence its financial and operational performance. However, the study admits the role of other variables and therefore suggests further investigation into isolating other variables when determining the impact of HRM activities on the ROA of organisations.