COLLEGE OF FINANCE, MANAGEMENT AND DEVELOPMENT

DEPARTMENT OF PUBLIC AND SOCIAL SECURITY MANAGEMENT

MASTER PROGRAM ON WEEKEND

THE IMPLICATION OF STRATEGICHUMAN RESOURCE MANAGEMENT PRACTICES

TO EMPLOYEE SATISFACTION AND RETENTION: THE CASE OF COMMERCIAL
BANK OF ETHIOPIA ADDIS ABABA EASTERN DISTRICT.

A RESEARCH PROPOSAL SUBMITTED TO THE DEPARTMENT OF PUBLIC AND

SOCIAL SECURITY MANAGEMENT, COLLEGE OF FINANCE, MANAGEMENT AND
DEVELOPMENT ETHIOPIAN CIVIL SERVICE UNIVERSITY, IN PARTIAL
FULFILLMENT OF THE REQUIREMENTS FOR THE MASTER IN PUBLIC
MANAGEMENT

BY: Section 2, Group 4

Mamush Aschenaki----------------- ECSU1802587

Submitted to: - Admasu Tesso (PhD)

March, 2021

Addis Ababa, Ethiopia

Table of Contents
CHAPTER ONE.....................................................................................................................1
1. INTRODUCTION...........................................................................................................1
1.1. Background of the Study............................................................................................1
1.2. Statement of the Problem...........................................................................................3
1.3. Research question........................................................................................................4
1.4. Research Hypothesis...................................................................................................4
1.5. Objectives of the Study...............................................................................................5
1.5.1. General Objective....................................................................................................5
1.5.2. Specific Objective.....................................................................................................5
1.6. Significance of the Study.............................................................................................5
1.7. Scope of the Study.......................................................................................................6
1.8. Organization of the Research Report........................................................................6
CHAPTER TWO....................................................................................................................7
2. LITERATURE REVIEW..................................................................................................7
2.1. Introduction.....................................................................................................................7
2.2. Theoretical framework...................................................................................................7
2.2.1. Fredrick Herzberg’s two Factors’ Theories...............................................................7
2.2.2. Adams’s Equity Theory (1965)....................................................................................8
2.3. Conceptual Literature Review.......................................................................................8
2.3.1. Human Resource Management (HRM) concept.......................................................8
2.3.2. Reward and compensation practice..........................................................................10
2.3.3. Training and Development Practices........................................................................11
2.3.4. Performance appraisal practice................................................................................13
2.3.6. Recruitment and Selection practice..........................................................................15
2.3.7. Career Management Practices..................................................................................16
2.3.8. Employee satisfaction.................................................................................................17
2.3.9. Employee Retention....................................................................................................18
2.3.10. The relation between HRM practice and employee satisfaction..........................19
2.3.11. Relationship between HRM Practices and Employee Retention.........................21
2.4. Empirical Literature Review........................................................................................22
2.5. Literature gaps...............................................................................................................23
2.6. Conceptual Framework................................................................................................24
2.6.1. Conceptual Framework model..................................................................................24
CHAPTER THREE..............................................................................................................25
3. Research Methodology.....................................................................................................25
3.1. Introduction...................................................................................................................25
3.2. Research approach........................................................................................................25
3.3. Research design.............................................................................................................25
3.4. Population......................................................................................................................26
3.5. Sample size of the study................................................................................................26
3.6. Sampling Techniques....................................................................................................27
3.7. Source and Instruments of Data Collection................................................................27
3.9. Methods of Data Analysis.............................................................................................27
3.10. Reliability analysis.......................................................................................................27
3.11. Research Ethics............................................................................................................28
3.12. Budget...........................................................................................................................28
3.13. Work plan and Time Schedule...................................................................................28
Reference…………………………………………………………………………………………………………………………….

II
CHAPTER ONE

1. INTRODUCTION

1.1. Background of the Study

Strategic Human Resource Management (SHRM) is valuable and serves as the backbone of
organizations in the whole world and has an immense influence on employee satisfaction and
retention. Employees are a key resource that can be strategically placed for an organization to
attain competitive advantage (Denisi & Griffin, 2008). Khan (2010) argued that organizations
can increase and sustain competitive advantage through effective management of human
resource as the success of any organization is dependent on the quality and efficiency of its
human resources.

The increasing significance of human resource to organizational success has been observed to
have corresponded with the rise of Strategic Human Resource Management (SHRM) as a field of
study on global scale (Hartel, 2007). Since its emergence, SHRM has been the focus of debate
over whether it exists in reality or is merely rhetoric. Research has, however, shown that human
resource management practices have the ability to create firms that are more intelligent, flexible,
and competent than their rivals through the application of human resource policies and
management practices that concentration recruiting, selecting and training skilled employees,
rewarding, evaluating as well as directing their best efforts to cooperate within the resource
bundle of the organization (Rawashdeh, 2012).

In the recent 50 years, higher management has come to the conclusion that people, not products,
markets, capital, buildings, or machines, are the crucial differentiators of any business. All the
assets of any organization require human application to generate their value. Being aware of this
realization, higher management, industrialists and researchers have been in a state of constant
search of methods to enhance the level of employee effort and activities related to his/her work,
which ultimately improve organizational seccuss (Shaukat, et al, 2015).

According to Dessler (2013), SHRM refers to the policies and practices involved in carrying out
the human resource aspects of a management position including human resource planning, job
analysis, recruitment, selection, orientation, compensation, performance appraisal, training and
development, and labor relations. These Innovative SHRM practices are required to be
implemented in today’s knowledge organizations to attract, retain and add value, where value is
based in the talents and skills of the work force, best SHRM practices only can ensure continued
success of business organizations (Shaukat, et al, 2015).

To create a satisfied, productive and efficient workforce, for any organization, proper SHRM
policies and practices are necessary. Satisfied and efficient human resources are the key factors
for any organization to face the challenges of today’s ever-changing environment. Moreover, the
growth, development and expansion of the organization are highly dependent on their
performance. In addition, employees’ performance is related with the satisfaction of employees
(Haquec, et al., 2013).

Employee retention is paramount to an organization because employees’ knowledge and skills

are central to a company’s ability to be economically competitive. Employee satisfaction and
retention becomes increasingly important to organizations because periodic labour shortages can
reduce the availability of high performing employees; thus, workers are searching for better
employment opportunities, and firms are seeking to improve the productivity of the workforce
(Yazinski, 2009).

In Ethiopia, there are large numbers of employees working on banking sector and most of them
are unsure about their satisfaction towards the SHRM practices and with the job. A numbers of
individuals’ prefer to work in the banking sectors and employees working in banks are quite
stable, this might related with better SHRM practices, nice work environment and high
satisfaction from the job. Every individual employee wants satisfaction at job but organization is
wasting its resources by focusing on wrong SHRM practices for employee job satisfaction and
retention practices (Javed, 2012).

Hence, the researcher takes the following combination of strategic Human Resource
Management Practices in the study: (reward and compensation practice, training and
development practice, performance appraisal practice, recruitment and selection practice, and
career management) and examines their implication on employees’ satisfaction and retention in
Commercial Bank of Ethiopia Addis Ababa Eastern District.

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1.2. Statement of the Problem

No doubt that HR is the back bone of organizations in the world if they placed strategically
(Yamamoto 2011). They can provide innovative solution and ensure that organizations achieve a
competitive advantage. As Armstrong (2009), mentioned that the most successful organizations
are the one that attract, satisfy and retain employees who have the ability to manage a global
organization that is responsive to customers and the opportunities being presented by technology.
Since they are the most vital assets of any institution retaining and satisfy efficient and
experienced workers in banking industry in Ethiopia is very essential in the overall performance
of the institution.

Employees’ satisfaction involves employee’s emotions and their feelings. It has a major impact
on their work lives and for this reason it also influences their behaviour as employees and their
loyalty, commitment, teamwork, relationship with other staff attitude and behaviour. Employee’
satisfaction and retain is a central task of organizational management.

The challenge of employees’ job satisfaction continues to be an issue in today’s most public-
sector organization in Ethiopia like banking sectors context. Recently, most of government
employees are complaining about unfair salary, unsatisfied benefits, lack of recognition and
appreciation, lack of training opportunities, poor performance appraisal system, poor recruitment
and selection procedures, poor rewarding system and career advancement in their
organizations .The results of these complaints is low commitment, high turnover rate,
absenteeism, low morale, poor performance, in discipline acts and poor employer-employee
relationship in organizations(Majumder, 2012). This implies that there is problem of job
dissatisfaction among employees in public sectors that in turn cause the organization to fail to
meets its objectives and goals. There have been suspicions that such employee behaviour could
be linked to employee dissatisfaction with various aspects of the work, SHRM practices being
one of such aspects.

As the organizations grows and increase in size, control becomes more complex. Growth in
organizations makes planning for training, reward, additional recruitment, and even promotion
more difficult. Due to difficulties in planning for the implementation of these HRM practices,
organizations face down turns in employee satisfaction and retention continuously.

3
CBE is among the banking-sector organizations in Ethiopia which not face a great challenges
regarding of employee dissatisfaction and retention among employees that in turn lead the
organization to meets its objectives and goals. There have been suspicions that such employee
emotion could be linked to employee satisfaction with various aspects of SHRM practices, in
Ethiopia there is little research has been done in CBE on the possible link between SHRM
practices and employees’ satisfaction and retention.

Therefore, these studies investigate the implication of SHRM practices and employees’
satisfaction and retention in the Commercial Bank of Ethiopia.

1.3. Research question

Based on the study problems, the study investigated the following questions:

1. Does employee reward and compensation practice have an implication to employees’

satisfaction and retention in Commercial Bank of Ethiopia in Addis Ababa Eastern
District?
2. Does training and development practice have an implication to employees’ satisfaction
and retention in Commercial Bank of Ethiopia in Addis Ababa Eastern District?
3. Does employee performance appraisals have an implication to employees’ satisfaction
and retention in Commercial Bank of Ethiopia in Addis Ababa Eastern District?
4. Does recruitment and selection practices have an implication to employees’ satisfaction
and retention in Commercial Bank of Ethiopia in Addis Ababa Eastern District?
5. Does employee career management practice have an implication to employees’
satisfaction and retention in Commercial Bank of Ethiopia in Addis Ababa Eastern
District?
1.4. Research Hypothesis
Based on the discussion in the problem statement the following research hypotheses are
formulated.

Hypothesis1. Employee reward and compensation practice has significant implication to

employees’ satisfaction and retention in Commercial Bank of Ethiopia Addis Ababa Eastern
District.

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Hypothesis2. Employee training and development practice has significant impact to employees’
satisfaction and retention in Commercial Bank of Ethiopia Addis Ababa Eastern District.
Hypothesis3. Employee performance appraisal practice has significant implication to
employees’ satisfaction and retention in Commercial Bank of Ethiopia Addis Ababa Eastern
District.
Hypothesis4. Employee recruitment and selection practice has significant implication to
employees’ satisfaction and retention in Commercial Bank of Ethiopia Addis Ababa Eastern
District.
Hypothesis5. Career management practice has significant implication to employees’ satisfaction
and retention in Commercial Bank of Ethiopia Addis Ababa Eastern District.
1.5. Objectives of the Study
1.5.1. General Objective
The general objective of this study is to analysis the implication of strategic management
practices to employee satisfaction and retention the case of Commercial Bank of Ethiopia Addis
Ababa eastern district.

1.5.2. Specific Objective

 To assess the implication of reward and compensation practice to employee’s satisfaction
and retention.
 To assess the implication of training and development practice to employees satisfaction
and retention.
 To assess the implication of performance appraisal practices to employee’s satisfaction
and retention.
 To assess the implication of recruitment and selection practice to employees satisfaction
and retention.
 To assess the implication of career management practice to employee’s satisfaction and
retention.

5
1.6. Significance of the Study

The significance of the study will be seen form the bank, researchers, employee and policy
maker perspective. Strategic management practices to employees’ satisfaction and retention in
the banking sector. The result of this study is not only important for the banking sector but also
for the other sectors; to identify the SM practices that lead to higher employee satisfaction,
retention and higher profitability. For researchers study will give insight to increase their
knowledge on the importance of good strategic management practice to employee satisfaction
and retention and will also serves as reference document for further studies in strategic
management practice and employee satisfaction and retention the banking sector.

1.7. Scope of the Study

The research will be more fruitful if it would conduct on a wider scale of the country. Due to
time and financial constraints might not undertake exhaustive study involving all district and
branches of the CBE. This study carried on the Commercial Bank of Ethiopia Addis Ababa
Eastern district and banks out of eastern district are not part of the study.

The study will delimit conceptually on the following (reward and compensation practice, training
and development practice, performance appraisal practice, recruitment and selection practice,
and career management work environment) strategic management practices.

1.8. Organization of the Research Report

The study will be organized in to five chapters. Accordingly, the first chapter deals with the
introduction part of the study; the second chapter will discusses the reviews of related literature;
the third chapter focuses on research methodology, the fourth chapter deals with data
presentation, analysis and interpretation, finally, the fifth chapter consists summarizes major
findings, conclusion and recommendations.

6
 CHAPTER TWO

2. LITERATURE REVIEW
2.1. Introduction
This chapter will give an overview of theoretical literature, conceptual framework and literatures
that are related and important for this research is reviewed and presented as follows.

2.2. Theoretical framework

Lado and Wilson (1994, p.701) define HRM system as “a set of distinct but interrelated
activities, functions, and processes that are directed at attracting, developing, and maintaining (or
disposing of) a firm’s human resources.” In addition, it can be defined as “… as an
organizational capability which involves the strategic integration of the set of HR activities,
functions and processes: selection, training, appraisal, promotion and compensation, carried out
to attract, develop and maintain the strategic HR that allow the firm to achieve its goals [De Saá,
1999]” (Pérez P. D. S. and Falcón J.M.G, 2006, p.55).

Dessler (1994) categorizes HRM systems according to five activities: selection, training,
compensation, labour relations and employee security. A human resource system increases
organizational performance, develops and maximizes an organization’s abilities (Huselid,

1995; Becker & Gerhart, 1996), and contributes to continue competitive advantage of the
organization (Lado & Wilson, 1994). Thus, a good HRM system consists of a coherent set of
practices that enhance employee skills and abilities, provide information, empowerment and
participation in decision-making, and motivation (Pfeffer, 1998; Applebaum et al., 2000).

2.2.1. Fredrick Herzberg’s two Factors’ Theories

Fredrick Herzberg’s two factors theory (1966) explains that employees are effected by two
factors that is hygiene factors which ensure that employees does not become dissatisfied these
are working conditions, quality of supervisor, status, job security, salary, company policies and
administration and interpersonal relationships while motivational factors which cause employees
become satisfied are achievement, recognition, advancement to higher level task, responsibility,
job itself, growth and development. Qasim (2012) has also used Herzberg two factors theory to

7
explain the link between the concepts of human resource management and job satisfaction within
an organization.

2.2.2. Adams’s Equity Theory (1965)

Equity theory is concerned with the perception of people about how they are being treated as
compared to others (Armstrong, 2001, p.163). Equity theory proposed that employees will be
better motivated if they are treated equitably and will be de-motivated if they are treated
inequitably. Adam state that there two types of equity that is distributive equity which deals with
feelings that people feel they are rewarded in accordance with their contribution and in
comparison, with others. The other is procedural equity or procedural justice that is concerned
with the perceptions employees have about the fairness of procedures in such area as
performance appraisal, promotion and discipline are being operated. This theory predicts that if
the HRM practices are perceived to be fair and equitably provided they will lead to job
satisfaction. Conversely, if HRM practices are perceived to be unfairly and inequitably provided
they will leads to job dissatisfaction. The above stated theories are relevant to this study since
they predict a relationship between human resource management practices and employees job
satisfaction in organizations.

2.3. Conceptual Literature Review

2.3.1. Human Resource Management (HRM) concept

The practices of HRM are defined as “organizational activities directed at managing the pool of
human resources and ensuring that the resources are employed towards the fulfillment of
organizational goals” (Tiwari & Saxena, 2012, p. 671). While and Ling (2012) indicated that
human resources management practices can be grouped into many categories such as:
recruitment, selection, training and development, motivation, and maintenance. And in a way all
mangers are, in a sense, Human resource managers, since they all get involved in activities like,
recruiting, interviewing, selecting, and training .yet most firms also have human resource
departments with their own top managers (Dessler, 2013 ). There are numerous HR Practices for
the organization to adopt. HR practices contribute to the organization’s bottom line, areas such as
recruitment, selection, training, development and performance appraisal which should be

8
consistent, integrated and strategically focused thus Firms build long-term commitment to retain
their work force. (Choudhary & Lamba, 2013).

Aims of human resource management can change with the definition that you make. Because of
the definition varies from one researcher to another, the aims of HRM can also change in
accordance with the researcher points of view. For example, according to Armstrong (2009, p.8),
“the overall purpose of human resource management is to ensure that the organization is able to
achieve success through people.” In addition, he pointed out that “HRM strategies aim to support
programs for improving organizational effectiveness by developing policies in such areas as
knowledge management, talent management, and generally creating ‘a great place to work’. ”

Since the mid-70’s, human resource management (HRM) has gained prompt acceptance as
professional titles, in seminar programs, in business books in universities and colleges and in the
title of lecturer posts (Huselid, 1995). Human Resource Management (HRM) is considered as a
strategic asset and research has indicated that HR policies and practices are an important source
of a firm’s competitive advantage in the marketplace since they are difficult to trade or imitate.

According to Batti (2014) human resource management is deemed a major management

functions in any organization regardless of its activity. It creates the most crucial condition for
organizational performance. Human resource management is “a process that assists organizations
recruit, select and develop staff within the organization”.

Human resource management (HRM) is a comprehensive and coherent approach to the

employment and development of people. HRM can be regarded as a philosophy about how
people should be managed, which is underpinned by a number of theories relating to the
behavior of people and organizations. It is concerned with the contribution it can make to
improving organizational effectiveness through people but it is concerned with the ethical
dimension – how people should be treated in accordance with a set of moral values (Armstrong
& Taylor, 2014). Vincent and Joseph (2013) define human resource management as a
“management function within organizations that is concerned with people and their relationships
at work”. O'Brien (2011) also defined human resource management (HRM) as the management
of an organization's workforce, or human resources. It is accountable for the attraction, selection,
training, assessment, and rewarding of employees, while also supervising organizational
leadership and culture and ensuring compliance with employment and labor laws.

9
Therefore, the extent to which human resource management practices are strategically oriented
toward high performance work practices (selective staffing, intensive training, active employee
involvement, a comprehensive performance assessment, and incentive systems linked to
performance), thus employees will be encouraged in the behaviors and attitudes and reach the
need satisfaction that promotes better individual and employee performance and enables the
organization to reach its goals and reach the full potential of their employees. In the context of
the research human resource management is the process of acquiring, training, appraising, and
compensating employees, and of attending to their labor relations, health and safety, and fairness
concerns.”

2.3.2. Reward and compensation practice

Compensation includes all financial payments, bonuses and a non-financial benefit the
organization provides to employees to attract qualified human resources and to maintain what is
available in the organization. Compensations are one of the most important factors affecting
motivation Individuals to grow, develop and sustain learning, stimulate productivity and strive to
improve the overall performance of the Organization (Casio, 2013).
Compensation, variously called variable pay (Curran & Walsworth, 2014) and incentive pay
(Green & Heywood, 2008) has become increasingly important for employees satisfaction to
perform productively at work (Pendleton et al., 2009). It represents one of the key elements of
any HRM practices aimed at achieving sustainable competitive advantage for any organization.
Various types of compensation, including performance-compensation, profit-related
compensation and employee share-ownership, are identified as strategic tools for shaping
positive employee attitudes such as job satisfaction (Heywood & Wei, 2006), organizational
commitment and trust in management (Moriones et al., 2009). These compensation programs
provide important incentives that reinforce employees' satisfaction to spread discretionary effort,
leading to higher levels of achievement and meaningful work-related goals.
Strategically, compensation is a key element of the organization’s ability to attract and retain its
most valuable source of sustainable competitive advantage the human capital (Kang & Yanadori,
2011).
The major worldwide trends in compensation systems had increased the enhancement of the pay
for abilities, performance, and skills of employees, the transfer of living wage allowances into
base pay, the split of bonuses formerly paid semi-annually into more flexible modules, the

10
linking of benefits to employee performance and the conversion of pension into contributory
pension plans (Conrad, 2009). In addition to that the usage of contingent pay schemes has
undergone a significant change during the last quarter century with a greater probability of
collective forms of compensation systems which means that there are a number of combinations
for applying these schemes (Bryson et al., 2008). In a general context this is attributed to the
changing nature of the work and employment relationships, the new set of expectations of the
stakeholders, technological shifts and increase in globalization. In the context of this research
compensation includes all financial payments, bonuses and a non-financial benefit the
organization provides to employees to attract qualified human resources and to maintain what is
available in the organization.
2.3.3. Training and Development Practices
To meet the challenges inherent in 21s century work careers and organizations, employees
required to continuously update their knowledge, skills and work habits and the organizations to
invest highly in the development of their human capital. Researchers indicate investments in
training employees result in beneficial firm level. Training is the acquisition of knowledge skills,
and competencies as a result of the teaching of vocational or practical skills and knowledge that
relate to the specific useful competencies.

The purpose of training and management development programs is to improve employee

capabilities and organizational capabilities. The knowledge and skills of its employees, the
investment is returned in the form of more Productive and effective employees. Training and
development programs may be focused on individual performance or team performance. The
creation and implementation of training and management development programs should be
based on training and management.

Development needs identified by a training needs analysis so that the time and money invested in
training and management development is linked to the mission or core business of the
organization. To be effective, training and management development programs need to take into
account that employees are adult learners theory of adult learning or “Andragogy” is based on
five ideas; that adults need to know why they are learning something, adults need to be self-
directed, adults bring more work-related experiences into the learning situation, adults enter into
a learning experience with a problem-centered approach to learning, and adults are motivated to

11
learn by both extrinsic and intrinsic motivators. Having a problem-centered approach means that
workers will learn better when they can see how learning will help them perform tasks or deal
with problems that they confront in their work. At different stages of their careers, employees
need different kinds of training and different kinds of development experiences (Miller, 1987).

Investing in human resources through training and management development improves

individual employee capabilities and organizational capabilities. But investing in people is not
the same as investing in equipment or machinery. When an organization invests in new
computers, for example, the cost can be depreciated over multiple years; but when an
organization invests in management development, it is a cost for that year and cannot be
depreciated. So from an accounting point of view, dollar for dollar, it is better to invest in the
equipment that employees use than it is to invest in the employees using that equipment. If an
organization invests in new equipment, it is expected that the equipment will pay for itself in
faster production, less waste, lower maintenance costs, and so forth. But if an organization
invests in improving the knowledge and skills of its employees, there should be some benefit to
the organizations (Miller, 1987).

Categories of training are as follows; On the job training, takes place in a normal working
situation using the actual tools, equipment, documents or materials that trainees will use when
fully trained, and off the job training takes place away from the normal work situations implying
that the employee does not count as a directly productive worker while such training is taking
place. On the job training has the advantage that it allows people to get away from work and
concentrate thoroughly on the training itself. This type of training has proven more effective
inculcating concepts and ideas (Miller, 1987).

There are many different training and development methods on job training namely; informal
training, classroom training, internal training courses, external training courses, skills training,
product training just to mention but a few, all these are some of the available to use and apply to
individual training needs and organizational training needs.

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2.3.4. Performance appraisal practice
Performance appraisal practices are widely established in most public and private organizations
all over the world. Alqahtani (2010, P.32) defined as “a formal system of review and evaluation
of individual or team task performance”. Armstrong (2009) views performance appraisal as a
process, which is systematic and dedicated to improving both the organization and the
individuals in the organization. Within the process, a framework establishes goals and
performance standards requirements. Guest (2011) also defined Appraisal as a bundle of HR
practices that influence organizational performance and so justifies HRM claims to have a
strategic impact.

Bratton and Gold (2012) emphasized the need to measure individual and team contributions in
the job in order to determine organizational performance. It is therefore, important for
organizations to understand how the totality of HRM Practices including performance appraisal
can affect employees. Towell (2012) argue that to improve performance appraisal we should be
focusing on improving the quality of the conversation. In addition, performance appraisal have
many functions which theoretically serves the stakeholders including employees who are subject
to performance appraisal process; line managers, who conduct the performance appraisal
process; and organizations, which their final goals is subject to the result of performance
appraisal process.

As the above definitions indicate, it is difficult to find a particular definition that includes all the
dimensions of performance appraisal so it is important to consider the common acceptable
features and elements of performance appraisal. According to Alqahtani (2010, P153), it is
important to consider the performance appraisal process as one that contains the following
components:

1. A rated person who is subject to the performance appraisal process. And in accordance to
certain standards,

2. A rater who is implanting the performance appraisal process.

3. The completion of an appropriate evaluation form,

4. Procedures and process that give the performance appraisal process its validity.

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All of these definitions illustrate the strategic significance of performance appraisal within
human resource management.

As the above researchers have established one of the main purposes of performance appraisal is
to improve organizational performance through the efforts and outputs of its employees.
Performance as a concept consists of a record of outcomes achieved by the employees. It is a
multi-dimensional construct; it includes both outcomes (outputs) and activities (inputs) the
measurement of which varies depending on a variety of factors, (Armstrong, 2009).

(Buchner, 2007) has identified three approaches to appraisal:

1. Goal-Setting Approach

2. Control Approach

3. Social Cognitive Approach

Goal-setting approach was developed by (Locke & Latham, 1990 and 2002) it established from
an inductive study over a 25-year period and involved 400 studies in both laboratory and field
based settings.

Armstrong (2009) explains that Control Approach focuses on the necessity for feedback within
the performance appraisal in order to outline individual’s behavior. His summaries that, as
feedback are received, individuals appreciate understanding any difference between what is
expected and what they are actually doing and then take corrective action.

Social Cognitive Approach is based on (Buchner, 2007) study; he explains that his views on
motivation are influenced by the interaction of three key elements: the work environment in the
organization, what the employees in the organization believe and what the employee does in the
organization believe.

What people thinks or believes about their abilities helps to explain their performance.
Therefore, if an individual does not have sufficient self-belief in their capabilities they are
unlikely to perform as expected.

Another Approach of a successful performance appraisal process, is to apply a conversation

approach, this approach is cited by (Aguinis et al., 2011). Managers use this system to emphasize

14
conversation where feedback is exchanged, objectives are jointly established, coaching is
provided where needed, mid-year reviews are applied which address achievement of goals and
progress with personal development plans. In the context of this research performance appraisal
is a fundamental provider of information for making decisions that leads to improve performance
and organizations (Guerra-Lopez, 2008). Evaluating workers in the workplace in relation to pre-
agreed standards (Abu-Doleh,2007).

2.3.6. Recruitment and Selection practice

Recruitment and selection are vital functions of human resource management for any type of
business organization. These are terms that refer to the process of attracting and choosing
candidates for employment. The quality of the human resource the firm has heavily depends on
the effectiveness of these two functions (Gamage, 2014). Recruiting and selecting the wrong
candidates who are not capable come with a huge negative cost which businesses cannot afford.
Thus, the overall aim of recruitment and selection within the organization is to obtain the number
and quality of employees that are required to satisfy the strategic objectives of the organization,
at minimal cost (Ofori & Aryeetey, 2011). As explained by Opatha (2010) recruitment is the
process of finding and attracting suitably qualified people to apply for job vacancies in the
organization. It is a set of activities an organization uses to attract job candidates who have the
needed abilities and attitudes. Recruitment is the process of generating a pool of qualified
applicants for organizational job vacancies. For Ofori and Aryeetey (2011) recruitment is the
process of generating a pool of competent individuals to apply for employment within an
organization. Evidence has shown that larger corporations are more likely than smaller
organizations in implementing sophisticated recruitment processes (Bacon & Hoque, 2005) with
majority of organizations relying on referrals and advertising as their recruitment practices of
choice (Barber, Wesson, Roberso & Taylor, 1999).

The general purpose of recruitment according to Gamage (2014) is to provide the organization
with a pool of potentially qualified job candidates. The quality of human resource in an
organization highly depends on the quality of applicants attracted because organization is going
to select employees from those who were attracted. In the same vein, Henry and Temtime (2009)
construed recruitment as the entry point of manpower into an organization and the path an

15
organization must follow from there on in order to make sure that they have attracted the right
individuals for their culture and vibes so that the overall strategic goals are achieved .

On the other hand, selection is the process of making the choice of the most suitable applicant
from the pool of applicants recruited to fill the relevant job vacancy (Opatha, 2010). Selection is
the process by which specific instruments are engaged to choose from the pool of individuals
most suitable for the job available (Ofori & Aryeetey, 2011). Selection involves the use of one or
more methods to assess applicant’s suitability in order to make the correct selection decision and
can be alternatively seen as a process of rejection as it rejects a number of applicants and select
only a few applicants to fill the vacancy. Thus, selection function may be a negative function
rather than a positive function (Gamage, 2014).

According to Gamage (2014) the objectives of selection function are to get the right person to the
right job, establish and maintain a good image as a good employer, and maintain the selection
process as cost effective as possible. Selection is an extremely important aspect to consider for
businesses due to a number of reasons. Often the performance of businesses relates directly to
the people working within it, meaning the right people need to be hired to ensure organizational
success (Henry & Temtime, 2009). It is also an expensive process to hire someone new into the
organization. So it is not something organizations want to put time and money into just to find
they have hired somebody who is not suitable. It is vital that organizations get the process right
the first time round, because resources are scarce enough as it is. Selecting the right applicant can
be a difficult task, but at the end of the day, the organization’s reputation is held by the people it
employs (Henry & Temtime, 2009). Thus, recruitment for this research is the process to obtain
the number and quality of employees that are required to satisfy the strategic objectives of the
organization, at minimal cost (Ofori & Aryeetey, 2011).

2.3.7. Career Management Practices

Hussain and Rehman (2013) conducted a study on whether human resource management
practices inspire employees’ retention. Human resource management practices deployed in the
study were training and Development, development of teams, performance appraisal, internal
communication system, employment security, person-organization fit, employee empowerment
and reward and compensation. Four hundred questionnaires were distributed among the middle
management cadre employees of textile industry. It is explored that four human resource

16
management practices: person-organization fit, employment security, communication and
training and development are contributing strongly in developing the employees’ intentions to
stay with organization. Further, strong positive inter-relationships were found between human
resource management practices and employees’ retention. It is concluded that adoption of human
resource management practices enhances employees’ retain-ability of organizations.

In a study of the effects of human resource management practices on organisational performance

of the oil and gas industry in Pakistan, Khan (2010) established that knowledgeable and highly
skilled employees improve productivity, enhance quality of products and services, effect positive
changes in processes and deliver quality service to customers. Khan concluded that most
organisations may use career management programmes to assist employees to properly plan
one’s career because it is believed that, generally, employees react positively to career
development and advancement opportunities (Khan, 2010). Similar view was expressed by
Gurbuz and Mert (2011) who in their study of the impact of the strategic human resource
management on organizational performance in Turkey concluded that by providing opportunities
for training and career development which forms part of career management, organisations are
supporting employees to become more knowledgeable and skilled which enhances their job
competence leading to higher performance. They further noted that if employees are regularly
provided with the opportunity to attend training and development workshops, they will recognize
the company’s commitment to improve staff’s skills and will be more likely to remain in the
environment where they have a continual opportunity to learn. This is mutually beneficial for
employee and the company, as it improves the strength of the organization and retains key talent.

2.3.8. Employee satisfaction

Employees’ satisfaction despite its wide usage in social sciences research, as well as in everyday
life, there is still no general agreement regarding what employees’ satisfaction is. In fact there is
no one definition on what employees’ satisfaction represents. Different authors have different
definitions towards defining employees’ satisfaction. The following text will show some of the
most common used definitions.

Employees’ satisfaction has been defined as the collection of feelings and beliefs that employees
have about their current job. Employee’ levels of satisfaction can range from extremely satisfied
to extremely dissatisfy. In addition to having attitudes towered their jobs as a whole. Employees

17
can also have attitudes about various aspects of their jobs such as the kind of work they do, their
coworkers, superiors or subordinates and their pay (George et al., 2008).

Employees’ satisfaction is defined as employees’ own evaluation of their jobs against those
concerned issues that are important to them (Sempane et al., 2002). Similarly, McCormick and
Ilgen (1980) conclude that high satisfaction means that employee like their job in general. Hence,
they appreciate and feel positive about it. They also mention that employees’ satisfaction is an
employee’s personal attitude towards their job, and an attitude is an emotional response to job,
which can be positive or negative.

Companies can use interconnected personalization and/or codification strategies, global

knowledge management strategies always require the development and implementation of
human resource practices (aimed at high- performance systems) covering aspects of selective
selection, intensive training, active participation, performance evaluation and incentive-based
compensation. If such human practices are designed and properly oriented, knowledge
management will help the company to maintain its competitive advantage, contributing to the
improvement of firm performance (Chuang et al., 2013), (Smith, & Meso, 2000) and (Shih &
Chiang, 2005). So, it is expected that the implementation of human resource practices will
facilitate knowledge management, and act as a catalyst in the relationship between knowledge
management and firm performance.

The employees’ satisfaction is described as the employee’s emotional attachment to and/or

identification with the organization and is what most employers would like to see in their
workforce. Wright (2013) stated that satisfaction is important for the survival of the organization
because satisfied employees will tend to stay with the same organization longer than unsatisfied
employees because they find satisfaction in doing their jobs. In this research employee
satisfaction is a combination of positive or negative feelings that workers have towards their
work.

2.3.9. Employee Retention

Employee retention refers to policies and practices companies use to prevent valuable employees
from leaving their job. It involves taking measures to encourage employees to remain in the
organization for the maximum period of time. Hiring knowledgeable people for the job is

18
essential for an employer. But retention is even more important than hiring. This is true as many
employers have underestimated costs associated with turnover of key staffs (Ahlrichs, 2000).
Turnover costs can incurred with issues such as reference checks, security clearance, temporary
worker costs, relocation costs, formal training costs and induction expenses. Other invincible
costs and hidden costs such as missed deadlines, loss of organizational knowledge, lower morale,
and client‘s negative perception of company image may also take place.

This is why retaining top talent has become a primary concern for many organizations today.
Managers have to exert a lot of effort in ensuring the employee‘s turnover are always low, as
they are gaining increasing awareness of which, employees are critical to organization since their
values to the organization are not easily replicated. Many critical analysis are conducted to
minimize the possible occurrence of shortage of highly-skilled employees who posses specific
knowledge to perform at high levels, as such event will lead to unfavorable condition to many
organizations who failed to retain these high performers. They would be left with an
understaffed, less qualified workforce that will directly reduce their competitiveness in that
particular industry (Rappaport et.al, 2003).

This is why managers today must take care of their employees personal feelings toward the job
and satisfaction levels from their working conditions, superiors and peers, as these are the keys
to ensure employee retention. The success and survivability of organizations is heavily
dependent on customer evaluations whereby the organization must put effort in satisfying their
employees since the relationship between customer satisfaction and employee‘s satisfaction are
significant.

2.3.10. The relation between HRM practice 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. Masoodul et al. is the most important factor affecting
satisfaction among employee of public banks in Punjab. Mir Mohammed et al. (2010) found that
human resource planning (HRP), and training and development (TND) positively impact on job
satisfaction. Usha Priya (2013) examined the impact of HRM practices on employee satisfaction.

19
The result shows that training and development, and compensation and social benefits are
positively related to employee satisfaction. Aswathappa (2008) found that employee
compensation is an important factor why people work. He adds that satisfying employees’ living
status in the society, loyalty, and productivity are also influenced by employee compensation.
Oyeniyi et al. (2014) examine the effect of HRM practices on job satisfaction of employees of
selected banks in Nigeria. The results show that compensation practice, promotion practice,
training practice and performance evaluation have a positive effect on job satisfaction among
Nigerian banks staff but only supervisory role practice has an inverse effect on job satisfaction.
The findings of the study by Rathanweera (2010) suggest that human resource management
practices are significant predictors of employee satisfaction, commitment, and retention. Javed et
al. (2012) examine the relationship between

HRM practices and employee job satisfaction in the Public sector of Pakistan. The finding
reveals that recognition and training and development are positively associated with employee
job satisfaction, whereas, reward did not have a significant impact on employee job satisfaction.
Kashfi et al. (2015) examined the effect of human resources planning on the satisfaction of
Mellat Bank employees. The results indicate that there is a significant link between human
resource planning and employee satisfaction. Rahman et al. (2013) in their study of 4
pharmaceutical companies in Bangladesh, found that employees are satisfied with the
recruitment and selection, and training and development policy, whereas, employees are
dissatisfied with the working environment, performance appraisal, human resource planning,
compensation policy, and industrial relations. (2013) found that employee compensation.

According to Bockerman and Ilmakunnas (2006), working conditions is working environment

provided to employees by the organisation such as the degree of safety, amenities, health, well-
being, etc. Bockerman and Ilmakunnas (2006) add that unfavourable working conditions affect
employee job satisfaction negatively. Garcia (2005) posits that training and development have a
significant positive impact on employees’ job satisfaction. Similarly, Thang, Buyens (2008)
argues that training and development lead to superior knowledge, skills, abilities, attitudes, and
behavior of employees that impact on performance positively. Nassazi (2013) suggest that
training is considered important in developing intellectual capacity through building employees
competencies.

20
According to Kennedy (2009), training and development ensures that competent people available
to fill vacant positions at all levels of the organisation. Authors argue that training and
development enable organisations adapt to changing environmental conditions

2.3.11. Relationship between HRM Practices and Employee Retention

As Huselid (1995) identified that there is a link between organization-level outcomes and groups
of high performance work practices. According to his study instead of focusing on a single
practice (for example staffing), the simultaneous use of multiple sophisticated human resource
practices was assessed. He concluded that the sophistication of those practices was significantly
related to turnover, organizational productivity, and financial performance. Delery and Doty
(1996) affirmed that the existence of formal or informal policies have many strategic
implications that should affect employee retention. Prior empirical work has consistently found
that use of effective human resource management initiatives enhances employee retention and
productivity. Specifically, selective recruitment and training procedures, working environment,
Labor-management participation programs, and performance appraisal, job security,
communication and information sharing, promotion, and incentive compensation systems that
recognize and reward employee merit have all been linked with valued firm-level outcomes
(Huselid, 1995; US Department of Labor, 1993). Though the stream of research on employee
turnover has been voluminous, many of the studies in the organizational sciences have focused
on individual-level predictors of turnover with less attention given to the effects of human
resource management practices on employee turnover and retention at the organization-level
(Shaw et al., 1998). Furthermore, the earlier research into human resource management practices
utilized sample units consisting of businesses from a wide range of industries (Becker and
Huselid, 1999; Huselid, 1995; Pfeffer, 1994; US Department of Labour, 1993: Walsh and Taylor,
2007). Few studies, however, have examined the impact of human resource management
practices on employee turnover and retention specific to such industries.

Research indicates that, hiring and training a replaced worker for a lost employee costs
approximately 50% of the workers‘ annual salary (Johnson et al., 2000); interestingly, the cost
do not end there. Each time an employee leaves a firm, it is assumed that productivity drops due
to the learning curve involved in understanding the job and the organization. Furthermore, the
loss of intellectual capital contribute to this loss because not only do lose human capital and

21
relational capital of the departing employee, but also competitors are potentially gaining these
assets.

2.4. Empirical Literature Review

Numerous studies have shown that certain strategic human resource management practices,
either individually or as a system, can directly or positively affect the individual and collective
outcomes of the company (Becker & Gerhart, 1996 and Jiang et al., 2013).

Thus, empirical studies have made considerable efforts to link sets of human resource practices
to business outcomes through high performance and greater satisfaction (Becker &Huselid,
1998, Delaney & Huselid, 1996 and Huselid, 1995). The common subject in a lot of studies is
the idea that human resource practices can positively influence firm performance through their
influence on the behavior of its employees. Those employees are affected positively in their
performance, satisfaction and motivation which improve individual and/or group productivity
(Becker & Huselid, 1998 and Guest, D. E., 2011). Although there are some studies that did not
fully confirm theses positive relationships (Guest, et al., 2003), their findings continue to be
consistent with the main idea that human resource practices influence employee behavior and
generate positive impacts individual performance and therefore collective enterprise-level
performance (Jackson et al., 2014).

Khan et al. (2015) in their study concluded that there was significant relationship between
training and development and job satisfaction. Chaudhary & Bhaskary (2016) research results
concluded that training and development contribute to job satisfaction.
Salisu, et al. (2015) in their study of impact of compensation on job satisfaction of public sector
construction workers in Nigeria, the study revealed that compensations have positive impact on
employees’ job satisfaction. Yaseen (2013) studied the effect of compensation factors on
employee’s satisfaction and the results showed that pay, recognition, promotion and meaningful
work had effect on job satisfaction.

Kampkotter (2016) studied the performance appraisal and job satisfaction by using cross
sectional survey strategy, questionnaires, regression analysis and samples size were 10,500
German employees. Researchers found that there was positive significant effect of performance
appraisal on job satisfaction. Darehzereshki (2013) study revealed that employees who had been

22
exposed to high quality performance appraisal systems were feeling more satisfied with their
work.

Various studies showed a positive impact between compensations and employee attitudes, there
are indications that different compensations arrangements may increase work (Green, 2004).
This type of compensation that is performance and target based can lead to employees to work
too hard and too intensively, leading to work-related stress or poor well-conditions. To date, little
progress has been made in gathering empirical evidence on whether compensation is in fact
associated with the perception that work is more intense, and how this might impact on
employees' workplace attitudes such as satisfaction (Ogbonnaya et al., 2017).

Mahmood (2013) writes that satisfied employees are more motivated and hardworking than
dissatisfy employees. He states that satisfied employees will respond by working towards the
organization's success. Additionally, satisfied employees will have more pride in their jobs.
Similarly, (Zairi, 2000) also writes that employees satisfaction is the source of excellent quality
and as a result, employees are more likely to work together as a team and effectively to targeted
results, in addition to this satisfied employee are constantly looking for improved practices to do
work, so it is essential for organizations to persuade motivation of their employees (Kallimullah
et al., 2010). Hence, scholars have consistently attempted to understand the impacts of HRM
practices on employees’ satisfaction, because a well performed and satisfied employee is
responsive of the definite goals and objectives he/she must achieve. (Lowery et al., 2002) found
that Blue collar workers in United States were more concerned on satisfaction with coworkers,
satisfaction with supervision, and satisfaction with pay, but less concerned about satisfaction
with opportunities for advancement, satisfaction with the work itself and organizational
commitment.

2.5. Literature gaps

The literature review show that there was significant relationship between training and
development and job satisfaction (Khan, et al., 2015), there was significant relationship between
compensation and job satisfaction (Salisu, et al., 2015) and there was significant relationship
between performance appraisal and job satisfaction (Kampkotter, 2016). The literature review
depicts that there is a gap, in sense that, the effect of HRM practices on job satisfaction have not
seen other independent variable in Tanzania context. Thus, the findings of this study attempted

23
to fill this gap by examining the other dimension of variable that impact to employee satisfaction
and retention CBE.

2.6. Conceptual Framework

2.6.1. Conceptual Framework model

From the literature review, the following conceptual framework is derived and constructed as
below. The dependent variable in this study is employee satisfaction and the independent
variables will be the three SHRM practices which are - training and development, reward and
compensation, performance appraisal, recruitment and selection and career management practice.

Figure 2.1: Study Model

Source: Researcher, (2021)

24
 CHAPTER THREE

3. Research Methodology

3.1. Introduction

This chapter explains methods that will be used in carrying out the research, how it will design
and the reasons for the choice. It also discusses the research approach, population, sample,
sampling technique, instruments and procedure of the data collection and methods of data
analysis.

3.2. Research approach

A research design is the program that guides the researchers in the process of collecting,
analyzing and interpreting the data. The researcher will chose to use a quantitative research
method to assess the implication of strategic management practice to employee satisfaction and
retention. The reason for choosing a quantitative method for this research is that the research
emphasizes quantification in the collection and analysis of data.

3.3. Research design

The researcher will used explanatory research design to analysis the implication of strategic
management practice employee satisfaction and retention. The reason for the choice of
explanatory research design is that, it allows to explaining, understanding, predicting the
relationship between variables and attempts to classify why and how there is a relationship
between two aspect of a situation or phenomenon Kumar (2011).

3.4. Population

The researcher will be conduct a study on 5 CBE branch banks existing in Addis Ababa eastern
districts which is selected with purposive sampling method among 130 branch banks exists in
Addis Ababa CBE eastern districts which have high number of employees.

25
3.5. Sample size of the study

Sampling is significant as budget and time restrictions prevent from surveying the whole
population. Sampling also gives higher truthfulness and fast results (Bakri, 2009). The researcher
will be conduct a study on 5 CBE branch banks existing in Addis Ababa eastern districts which
is selected with purposive sampling method among 130 branch banks exists in Addis Ababa
CBE eastern districts which have high number of employees. The reason for choosing 5 branches
that have high number of employees using purposively is because of resources constraints (time,
money, human resource) in the time of data collection.

After the population is identified, the samples size is determined by using the following Slovin's
formula.

Where: ‘n’ is the sample size, ‘N’ is the population size, and ‘e’ is the level of precision or
sampling error = (0.05)

Given

N = 300

e = 0.05

n = 171
3.6. Sampling Techniques
The researcher will conduct a study on 5 CBE branch banks existing in Addis Ababa eastern
districts which is select by using purposive sampling method among 130 branch banks exist in
Addis Ababa CBE eastern districts. And also the researcher chose a stratified random sampling
in order to determine the number of sample employees in the ten selected branch banks to
represent the population.

26
3.7. Source and Instruments of Data Collection

The main tool/ instrument of the study will be use two types of questionnaires. The first
questionnaire is strategic management practices (SMP) which measure SM practices in the bank
and the other is Minnesota satisfaction questionnaire which measure the employee’s satisfaction
and retention of employees as a tool to achieve the objective of the study. Questionnaires are
prepared in English languages because all are respondents read English.
3.9. Methods of Data Analysis
Data will collect through identified method of data collection instruments from the sample of the
desired population and then quantitative data will gather trough questionnaire. The quality of
collect data will check by the researcher, Quantitative data will summarize and coding to prepare
for statistical data analysis procedures. The collected data will analyze based on descriptive
statistics using Statistical Package for Social Science (SPSS). The research follows the inferential
analysis method mainly involving multiple regression and correlation. And Tables will also use
to present the data properly.

3.10. Reliability analysis

In this research Cronbach’s Alpha of reliability test will be used to assess the reliability of the
four independent variables of SMP and dependent variable employee satisfaction and retention.
The reliability analysis is used to test consistency of respondents’ answers to all the items of
independent and dependent variables in the questionnaire, whether the items are hanged together
as a set which they are highly correlated with one another. Consistency of this research is will
examine through Cronbach’s coefficient Alpha.
3.11. Research Ethics
Ethics or moral philosophy is a branch of philosophy that involves systematizing, defending, and
recommending concepts of right and wrong conduct. The field of ethics, along with aesthetics,
concerns matters of value, and thus comprises the branch of philosophy called axiology
(Wikipedia).

But, ethics in research concerns the responsibility of researchers to be honest and respectful to all
individuals who are affected by their research studies or their reports of the studies’ results.

27
Therefore we will follow necessary mandates by telling the participants the purpose of our
research, clarify doubts about the research, respecting the right to refuse to participate and give
assurance to protect confidentiality and follow specific procedures; as we have done earlier to get
permission from the CBE Addis Abeba eastern district and selected Branch to carry out the
research.

3.12. Budget
Expenditures Amount of money needed
stationary materials 15000
Transport 800
Others 900
Total 3200 Birr

3.13. Work plan and Time Schedule

Activities Time
Proposal phase Feb 05, 2021
Submit first draft of proposal Feb 17, 2021
Submit final draft of proposal March 15, 2021
Preparing data collection tools March 15, 2021
Final term paper phase April 01, 2021
Collecting data April 01-15,2021
Analyzing data April 16-30.2021
Report rewriting May 01-05,2021
Submitting final draft of a paper May,15, 2021

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APPENDIX
QUESTIONAIRES

I am Mamush Aschenaki, currently am a masters candidate in Public management at Civil

Service University, in academic year 2021. Dissertation is the requirement of award for master’s
degree; hence I am doing a research on the implication of strategic human resource management
practices to employee’s satisfaction and retention in CBE eastern district.

I would be thankful if you could spend some time and involve in this study in your organization,
this will take you not more than 5 minutes to fill. Confidentiality is ensured, as everything being
mentioned in this study is just for academic study and your answers will only be used for the
research purposes.

Thank you for your attention.

PART 1: Demographic Characteristic

1. Sex Male Female

2. Age group 18-25 years 26-35 years

36-50 years above 50 years

3. Work experience at the bank

Less than and equal to 3 years between 4-7 years

Between 8-12 years above 12 years

PART 2: HRM PRACTICES SCALE

Against each of the statement below please tick (√) the levels of agreement in each of the items
below with regards to the SHRM practices of your organization where 1=strongly disagree
(SD); 2 = Disagree (D); 3 = Neutral (N); 4 = Agree (A), and 5 = Strongly Agree (SA).

No Items scale

1 2 3 4 5

Recruitment and Selection

1 The organization I work for widely disseminates

information about both external and internal recruitment

36
 processes.

2 The organization I work for discloses information to

applicants regarding the steps and criteria of the selection
process.

3 The organization I work for communicates performance

results to candidates at the end of the selection process.

4 Selection tests of the organization where I work are

conducted by trained and impartial people.

5 The organization I work for has competitive selection

processes that attract competent people.

Training Program

6 I can use knowledge and behaviors learned in training at

work

7 The organization I work for helps me develop the skills I

need for the successful accomplishment of my duties (e.g.,
training, conferences, etc.).

8 The organization I work for invests in my development

and education promoting my personal and professional
growth in a broad manner (e.g., full or partial sponsorship
of undergraduate degrees, postgraduate programs,
language courses, etc.).

9 In the organization where I work, training is evaluated by

participants.

10 In the organization where I work, training needs are

identified periodically.

Competency-Based Performance Appraisal

11 The organization I work for discusses competency-based

performance appraisal criteria and results with its
employees.

12 In the organization where I work, competency-based

performance appraisal provides the basis for an employee
development plan.

13 In the organization where I work, competency-based

performance appraisal is the basis for decisions about

37
 promotions and salary increases.

14 The organization I work for disseminates competency-

based performance appraisal criteria and results to its
employees.

15 The organization I work for periodically conducts

competency-based performance appraisals.

Compensation

16 In the organization where I work, I get incentives such as

promotions, commissioned functions, awards, bonuses,
etc.

17 In the organization where I work, my salary is influenced

by my results

18 The organization I work for offers me a salary that is

compatible with my skills, training, and education.

19 The organization I work for remunerates me according to

the remuneration offered at either the public or private
marketplace levels.

20 The organization I work for considers the expectations and

suggestions of its employees when designing a system of
employee rewards.

career management practice

21 I have received sufficient training in my organization to

Enable me do my job effectively.

22 My organization provides opportunities for staff training

and career development on a regular basis.

23 I feel there are better career and learning opportunities in

my organization as compared to others.

24 There are opportunities for me to advance my career in my

Organization.

38
PART 3: OVERAL EMPLOYEE SATISFACTION

Questions related to employee satisfaction and retention. Please indicate your level of
agreement with the statements. Where 1= Highly Dissatisfied, 2= Dissatisfied, 3= Neutral, 4=
Satisfied and 5= highly satisfied

No On my present job, this is how I feel Scale

about…..
1 2 3 4 5

1 Being able to keep busy all the time

2 The chance to work alone on the job

3 The chance to do different things from time to

time

4 The chance to be "somebody" in the

community

5 The way my boss handles his/her workers

6 The competence of my supervisor in making

decisions

7 Being able to do things that don't go against my

conscience

8 The way my job provides for steady

employment

9 The chance to do things for other people

10 The chance to tell people what to do

11 The chance to do something that makes use of

my abilities

12 The way company policies are put into practice

13 My pay and the amount of work I do

14 The chances for advancement on this job

15 The freedom to use my own judgment

39
16 The chance to try my own methods of doing
the job

17 The working conditions

18 The way my co-workers get along with each

other

19 The praise I get for doing a good job

20 The feeling of accomplishment I get from the

job

Part 4 OVERAL EMPLOYEE RETENTION

Questions related to employee retention. Please indicate your level of agreement with the
statements. Where 1= Strongly Disagree, 2= Disagree, 3= Neutral, 4= Agree and 5= Strongly

On my present job, the level of my intention to live Scale

on:-
1 2 3 4 5

1 I talk of this bank to my friends as a

great organization to work

2 I do not have any intention to resign from

The bank within a shorter time.

3 Whenever I get a job in another

organization, definitely I leave

4 I am searching for a better job in a better

organization at the moment

5 Fairness of reward allocations, policies and procedures, and

interpersonal treatment.

40
THANK YOU, FOR YOUR COOPERATION

መጠይቅ

በ 2021 የትምህርት ዓመት በሲቪል ሰርቪስ ዩኒቨርሲቲ በህዝብ አስተዳደር (Public Management) ማስተር እጩ
ተመራቂ ነኝ፡፡ የመመረቂያ ጥናት እየሰራሁ ሲሆን ጥናቱም በኢትዮጲያ ኮሜርሺያል ባንክ ምስራቅ ዲስትሪክት የሰው ሀይል
አስተዳደር ስራዎች በሰራተኞች የስራ እርካታ ደረጃ እና ከተቋሙ ጋር አብሮ የመቀጠል ላይ ያላቸዉን ተፅዕኖ መዳሰስ ላይ
ያተኩራል፡፡

ውድ ጊዜዎን በመስጠት በዚህ ጥናት ውስጥ በመሳተፎ በቅድሚያ እያመሰገንኩ በዚህ መጠይቅ የሚሰጡት መልስ/ምላሽ ለጥናቱ ዓላማ
ብቻ የሚውል በመሆኑ ምስጢራዊነቱ የተጠበቀ ነው፡፡

ለአትኩሮቶዎ አመሰግናለሁ!

ክፍል 1: ስነ-ሕዝባዊ ባሕሪ

41
1. ፆታ፤ ወንድ ሴት

2. እድሜ ክልል፤ 18-25 ዓመት 26-35 ዓመት

36-50 ዓመት ከ 50 ዓመት በላይ

4. በተቋም ውስጥ ያሎት የስራ ልምድ፤

3 እና ከ 3 ዓመት በታች ከ 4-7 ዓመት

ከ 8-12 ዓመት 12 ዓመት በላይ

ክፍል 2: የሰዉ ሀይል አስተዳደር ስራዎች

መጠይቆቹ ከተቋማቸሁ የሰዉ ሀይል አስተዳደር ስራዎች ጋር የሚገናኙ ሲሆን የስምምነት ደረጃዎን (√) ምልክትን በመጠቀም
ያስቀምጡ፡፡ የስምምነት ደረጃዎቹ በ 5 የሊከርት ስኬል የተዘጋጁ ሲሆን 1= በፍፁም አልስማማም 2 = አልስማማም ;
3 = ገለልተኛ ; 4 = እስማማለሁ, and 5 = መጣም እስማማለሁ.

ተ.ቁ መጠይቅ ስኬል

1 2 3 4 5

የምልመላና መረጣ ስራዎችን በተመለከተ

1 መስሪያ ቤቱ ስለውጫዊም ሆነ ስለውስጣዊ ምልመላ ሂደቶች መረጃ በሰፊው

ያሰራጫል፡፡

2 መስሪያ ቤቱ የመረጣ ሂደት ደረጃዎች እና የመመዘኛ መስፈርቶችን

የሚመለከቱ መረጃዎች ለአመልካቾች ግልፅ ያደርጋል፡፡

3 የመረጣ ሂደት ሲጠናቀቅ ለእጩ ተወዳዳሪዎች የአፈፃፀም ውጤታቸዉን

ያሳውቃል፡፡

4 የመረጣ ፈተናዎች (Selection tests) በሰለጠኑ እና በማያዳሉ

ባለሙያዎች የሚፈፀም ነው

5 ተቋሙ ብቃት ያላቸዉን ሰዎች መሳብ የሚያስችል የመረጣ ስርዓት አለው፡፡

ስልጠናን በተመለከተ

6 በስራ ላይ በስልጠና የተማርኩትን እውቀት እና ባህሪዎች እጠቀማለሁ

7 ተቋሙ ኃላፊነቶቼን በተሳካ ሁኔታ ለመፈፀም የሚያስፈልገኝን ችሎታዎች

42
 እንዳዳብር ይረዳኛል፡፡

8 ተቋሙ ሙያዊ እድገቴን እና ትምህርቴን እንዳሻሽል ሰፊ የልማት ስራዎችን

ይሰራል(ለምሳሌ ዲግሪ፤ድህረ-ምረቃ ፕሮግራዎች፤ አጫጭር ስልጠናዎች
ማመቻቸት ወ.ዘ.ተ)

9 ተቋሙ የሚያዘጋጃቸዉ ስልጠናዎች በስልጠና ተሳታፊዎች ይገመገማል፡፡

10 ተቋሙ የመማር እና የእውቀት አተገባበርን ያበረታታል።

የስራ አፈፃፀም ግምገማን በተመለከተ

11 ተቋሙ የስራ አፈፃፀም ግምገማ መስፈርቶችን እና ውጤቶችን ከሠራተኞቹ ጋር

ይወያያል፡፡

12 በተቋሙ ዉስጥ የሥራ አፈፃፀም ግምገማ ለሠራተኛ ልማት ዕቅድ መሠረት

ይሰጣል፡፡

13 የስራ አፈፃፀም ግምገማ ዉጤት ለሰራተኞች እድገት እና የደምወዝ ጭማሪ

ውሳኔዎች መሰረት ነው

14 ተቋሙ የሥራ አፈፃፀም ግምገማ መስፈርቶችን እና ውጤቶችን ለሰራተኞቹ

ያሰራጫል።

15 ተቋሙ የስራ አፈፃፀም ግምገማዎችን በየጊዜው (periodically)

ያከናውናል፡፡

Compensation

16 በተቋሙ ውስጥ የተለያዩ ማበረታቻዎች (እድገት፤የትርፍ

ሰዓትሥራ፤ጉርሻ፤ሽልማትና ማበረታቻ ወ.ዘ.ተ) አግኝቻለሁ

17 የስራ አፈፃፀም ውጤቴ በደሞዜ ላይ ተጽዕኖ ያሳድራል፡፡

18 ተቋሙ ካለኝ ችሎታ፣ ስልጠና እና ትምህርት ጋር የሚስማማ ደመወዝ

ይከፍለኛል፡፡

19 ተቋሙ በመንግስትም ሆነ በግል ድርጅቶች የገበያ ደምወዝ መሰረት

ይከፍለኛል

43
 20 ተቋሙ የሠራተኞች ሽልማት ስርዓት ሲያስቀምጥ የሰራተኞቹን ምኞቶች እና
አስተያየቶች ግምት ውስጥ ያስገባል

Career management

21 ስራዬን በጥሩ ሁኔታ ለመፈፀም የሚያስችለኝን በቂ የሆነ

ስልጠና አግኝቻለሁ

22 ተቋሙ ለሰራተኞች የስልጠና እና የስራ እድገት በቀጣይነት

እድሎችን ያመቻቻል

23 ተቋሙ በሚሰጠው የስራ ላይ ስልጠና እና በካሬር እድገት ላይ

ከሌሎች ተቋም ሲወዳደር የተሻለ ነው

የሰራተኞችን የቀጣይ ህይወት የስራ እድገትን የሚያበረታታ

የካሬር ስራዓት አለ
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ክፍል 3፡ የሰራተኞች የስራ እርካታ መጠይቅ

መጠይቆቹ ከስራ እርካታ ጋር የሚገናኙ ሲሆን የእርካታ ደረጃዎን (√) ምልክትን በመጠቀም ያስቀምጡ፡፡

በጣም እረክቻለሁ፡-ማለት ከተጠየቀዉ ጥያቄ አንፃር በስራዮ በጣም ተደስቻለሁ ማለት ነው

እረክቻለሁ፡-ማለት ከተጠየቀዉ ጥያቄ አንፃር በስራዮ ተደስቻለሁ ማለት ነው

ገለልተኛ፡-ማለት ከተጠየቀዉ ጥያቄ አንፃር መርካቴን ወይም አለመርካቴን መወሰን አልችልም

አረካሁም፡-ማለት ከተጠየቀዉ ጥያቄ አንፃር በስራዮ አልተደሰትኩም

በጣምአረካሁም፡-ማለት ከተጠየቀዉ ጥያቄ አንፃር በስራዮ በጣም አልተደሰትኩም

ተ.ቁ በሥራዬ ላይ እንደዚህ ይሰማኛል… . ስኬል

በጣም አረካሁ ገለል እረክ በጣም

አረካሁም ም ተኛ ቻለሁ እረክቻለሁ

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1 ሁል ጊዜ በስራዮ ተጠምጄ በመዋሌ

2 ስራዮን ስከውን ተግባሩን ብቻዮን እንድፈፅም እድል ከመስጠት አንፃር

3 ስራው በተለያየ ጊዜ የተለያዩ ስራዎችን እንድፈፅም እድል ከመስጠት

አንፃር

4 ስራው በማህበረሰቡ ውስጥ ከሚሰጠው ቦታ/ክብር አንፃር

5 አለቃዬ ሠራተኞችን በሚይዝበት መንገድ

6 በቅርብ አለቃዮ የመወሰን ብቃት ላይ

7 ስራው ከሕሊናዬ ጋር የማይጣረሱ ነገሮችን ማድረግ ከማስቻል አንፃር

8 ሥራዬ ቋሚ ሥራ ከመሆኑ አንፃር

9 ስራዬ ለሌሎች ሰዎች ነገሮችን የማድረግ ዕድል ከመስጠት አንፃር

10 ስራዬ ሰዎች ምን ማድረግ እንዳለባቸው የመናገር ዕድል ከመስጠት

አንፃር

11 ስራው ችሎታዬን እንድጠቀም እድል ከመስጠት አንፃር

12 የተቋሙ ፖሊሲዎች በሚተገበሩበት መንገድ

13 የሚከፈለኝ ከምሰራው ስራ አንፃር ሲነፃፀር

14 ስራዉ ካለው የማደግ ዕድሎች አንፃር

15 ስራው በራሴ ፍርድን የመጠቀም ነፃነት ከመስጠት አንፃር

16 ስራዬን ለመስራት የራሴን ዘዴዎች ለመሞከር እድል ከመስጠት አንፃር

17 በስራዮ የስራ ሁኔታ(working condition)

18 የሥራ ባልደረቦቼ እርስ በእርስ ተስማምተው በሚሰሩበት መንገድ።

19 ጥሩ ሥራ በመሥራቴ በማገኘው ማበረታቻ።

20 ስራዬን በመፈፀም ከሥራው በማገኘው የስኬት ስሜት።

ክፍል-4 ከተቋሙ ጋር አብሮ የመቆየት(Retention ) መጠይቅ

የስምምነት ደረጃዎቹ በ 5 የሊከርት ስኬል የተዘጋጁ ሲሆን 1= በፍፁም አልስማማም 2 = አልስማማም ; 3 = ገለልተኛ ; 4 = እስማማለሁ,
and 5 = መጣም እስማማለሁ.

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 አሁን ባለኝ ስራ ከተቋሙ ጋር አብሮ ለመቆየት ያለኝ ስኬል
ፍላጎት 1 2 3 4 5

1 በአጭር ጊዜ ውስጥ ተቋሙን ለመልቀቅ ምንም ዓይነት

ፍላጎት የለኝም።

2 ሌላ ተቋም ውስጥ ስራ ካገኘሁ ወዲያውኑ ለቅቄ

እወጣለሁ።

3 አሁን ባለው ሁኔታ ሌላ የተሻለ ስራና ተቋም

እያፈላለግሁ ነው።

4 ለስራ የሚመችና ትልቅ ተቋም እንደሆነ ለሌሎች

ጓደኞቼ እናገራለሁ።

5 በተቋሙ ውስጥ ሁሉንም በእኩል የሚያሳትፈ

የማበረታቻና ሽልማት ፖሊሲ፣ አሰራር አለ

ለትብብርዎ አመሰግናለሁ!!

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