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Strategic Human Resource Management and Organizational Performance: An Investigation of Profit-Oriented Companies in Zambia

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  • Able Mwambela

    (School of Postgraduate Studies, University of Lusaka, Zambia Department of Postgraduate Studies, University of Lusaka, Zambia)

Abstract

Human resources play a vital role in achieving organisational performance. A study on 169 profit-making organisations in Zambia examined the impact of different Strategic Human Resource Management (SHRM) components on performance. A quantitative approach was used, and the questionnaire was divided into three parts. The first part collected demographic data, the second part collected information about SHRM components such as Incentives and Rewards, Formal Training System, Recruitment and Selection, Formal Performance Appraisal, Career Development, Internal Career Opportunities, and Organization Development, and the last part collected information about organisational performance. A stratified random sample of 169 organisations’ managers was studied. According to the results, managers highly recommended Incentives, Rewards, recruitment, and Selection to achieve excellence. Formal Performance Appraisal received moderate evaluation, while Career Development received the least. The study concluded that SHRM components affect organisational performance regarding revenue growth rate, return on equity, return on assets, and profitability (p

Suggested Citation

  • Able Mwambela, 2024. "Strategic Human Resource Management and Organizational Performance: An Investigation of Profit-Oriented Companies in Zambia," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(1), pages 976-992, January.
    • Handle: RePEc:bcp:journl:v:8:y:2024:i:1:p:976-992
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    References listed on IDEAS

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    1. Barry Gerhart, 2005. "Human Resources and Business Performance: Findings, Unanswered Questions, and an Alternative Approach," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 16(2), pages 174-185.
    2. Patrizia Garengo & Alberto Sardi, 2020. "Performance measurement and management in the public sector: state of the art and research opportunities," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 70(7), pages 1629-1654, October.
    3. Barry Gerhart, 2005. "Human Resources and Business Performance: Findings, Unanswered Questions, and an Alternative Approach," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 16(2), pages 174-185.
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