The impact of strategic human resource management on the organisational performance of Namibian food processors
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Date
2017
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University of Namibia
Abstract
The purpose of this study was to determine the impact of Strategic Human Resource Management (SHRM) on the organisational performance of Namibian food processors. Although literature posits that there is a positive relationship between the greater adoption of SHRM practices and organizational performance, there is no evidence to suggest that Namibian food adopt these practices. It is however reported that the Namibian manufacturing industry, particularly the fish and food processing sector lack the human capital necessary to increase organisational performance. It is important to establish whether or not Namibian food processors employ a strategic approach to employee selection (innovative recruitment), employee training and compensation which inherently ensures a better fit between the person’s abilities and the organization’s requirements, leading to improved firm performance. This study therefore sought to determine the extent to which Namibian processors practice strategic human resource management; how these Strategic Human Resource Management practices affect human resource management outcomes and organisational performance and to identify the constraints, to the implementation of strategic human resource management practices, experienced by Namibian food processors. This study used a qualitative research design using the case study method. Data was collected through interviews. A directed approach to content analysis was used to analyse the data. This study found that human resource executives are generally involved in strategy development and implementation. The highest proportion of line managers trained to execute HR duties were those of the meat plant. The meat processing plant employs selective and specific processes and methods in an effort to ensure person-to-job fit. Employees at all generally participate in decision making while the only employees that have clear career paths are those of the meat and beverage processing plants. The compensation system of the meat processing plant is aligned to its competitive strategy based on differentiation. This study found that human resource practices influence the competencies, motivation, commitment and job satisfaction of employees and therefore their employee ability to perform. A lack of commitment by management is primarily responsible for impeding the implementation of SHRM practices. The study concluded that SHRM is partially implemented at Namibian food processing plants and that the unavailability of performance data makes it impossible to illustrate the impact of strategic human resource management on organisational performance. This study recommends that human resource professionals in Namibia start advocating the benefits of implementing strategic human resource management practices in organisations.
Description
A thesis submitted in partial fulfillment of the requirements for the Degree of Master of Business Administration