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Workineh, Abraraw Chane
- Effect of Cultural Values on Human Resource Management Practices: Evidence from the Ethiopian Public Sector
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1 Assistant Professor, Addis Ababa University School of Commerce, Addis Ababa, ET
2 Graduate of Addis Ababa University School of Commerce in Human Resource Management, Addis Ababa, ET
1 Assistant Professor, Addis Ababa University School of Commerce, Addis Ababa, ET
2 Graduate of Addis Ababa University School of Commerce in Human Resource Management, Addis Ababa, ET
Source
OPUS: HR Journal, Vol 12, No 1 (2021), Pagination: 17-46Abstract
This research examined the effect of cultural dimensions on human resource management practices. Specifically, it examines the effect of collectivism, power difference, masculinity, long-term focus, and avoidance of uncertainty on HRM practices of employee recruitment and selection, employee training and development, employee performance appraisal, and employee compensation administration. In order to achieve this objective, quantitative research design was employed and primary data was gathered with a structured questionnaire. The target population was 958 people, of which 282 were taken as a sample using systematic random sampling method. The data collected were analyzed using descriptive and inferential statistics. Pearson Correlation and regression analyses were done to decide the association between and the effects of the constructs by using SPSS version 20. Finally, the research concludes that cultural values have a significant influence on employee recruitment and selection, employee training and development, employee performance appraisal, and employee compensation administration practices.Keywords
Cultural Value, HRM Practice, Recruitment and Selection, Training and Development, Performance Appraisal, Compensation Administration
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- Organisational Factors Influencing Strategic Human Resource Management: An Empirical Investigation from Ethiopia
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Authors
Affiliations
1 Assistant Professor, Addis Ababa University, College of Business and Economics, School of Commerce, Addis Ababa, ET
1 Assistant Professor, Addis Ababa University, College of Business and Economics, School of Commerce, Addis Ababa, ET
Source
Journal of Strategic Human Resource Management, Vol 10, No 1 (2021), Pagination: 39-49Abstract
The purpose of this article is to analyse the level of strategic human resource management (SHRM) and explain organisational factors that influence the level of SHRM in Ethiopia. The findings are based on a large questionnaire survey run in 156 large business organisations operating in Ethiopia, comprising both service and manufacturing, local and multinational, and private and public firms. Data were collected from the most senior responsible managers in HR from the sample organisations. Discriminant analysis was then applied to partition organisations into high or low SHRM, and to identify the independent variables that acted as predictors of the level of SHRM. Results show a moderate level of SHRM. To a moderate extent, HR directors are members of the senior management team, and are involved in key strategic decisions and have direct reporting relationship to the CEOs. Top management support for HRM, HRM directors’ involvement in strategic decisions, and HRM department budget are major predictors of SHRM.Keywords
Strategic Human Resource Management, Top Management Support, HR Director’s Involvement, HRM Department’s BudgetReferences
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- The Effect of Knowledge Management Practices On Organisational Innovation: The Mediating Role Of Intellectual Capital
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Authors
Affiliations
1 Assistant Professor, Addis Ababa University, School of Commerce, Addis Ababa, Ethiopia., ET
2 Lecturer, Ethiopian Civil Service University, Department of HRM, Addis Ababa, Ethiopia, ET
1 Assistant Professor, Addis Ababa University, School of Commerce, Addis Ababa, Ethiopia., ET
2 Lecturer, Ethiopian Civil Service University, Department of HRM, Addis Ababa, Ethiopia, ET
Source
International Journal of Knowledge Management and Practices, Vol 8, No 2 (2020), Pagination: 9-20Abstract
The purpose of this study was to examine the effect of knowledge management practices on organisational innovation, with a mediating role of intellectual capital. To achieve its purpose, the study employed explanatory cross-sectional survey research design. The targeted population of the study was all the academic staff of the Ethiopian Civil Service University, with a sample of 150 staff from which primary data was collected. Both descriptive and inferential statistics were used to analyse data through SPSS version 24, Smart PLS 3, and bootstrapping. PLS algorism was run to evaluate causal effects and bootstrapping was used to see the significance level of effects. Results revealed that knowledge acquisition, knowledge sharing, and knowledge application practices have an influence on both intellectual capital and organisational innovation. While knowledge acquisition has a statistically significant indirect effect on organisational innovation knowledge sharing and knowledge application have a significant direct effect. Intellectual capital also has a significant mediating effect on the relationship between knowledge management practices and organisational innovation.Keywords
Knowledge Management, Knowledge Acquisition, Knowledge Sharing, Knowledge Application, Intellectual Capital, Organisational InnovationReferences
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