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All Journal JBMR: Journal of Business and Management Review Journal of Management Studies and Development Indonesian Journal of Community Services
Mwambela, Able
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Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Industrial & Manufacturing Engineering Law, Crime, Criminology & Criminal Justice Library & Information Science Medicine & Pharmacology Social Sciences

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Strategic Human Resource Management And Organizational Performance: An Investigation Of Profit-Oriented Companies In Zambia Mwambela, Able
Journal of Business and Management Review Vol. 5 No. 6 (2024): (Issue-June)
Publisher : Profesional Muda Cendekia Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47153/jbmr.v5i6.862

Abstract

Research Aims:  The study aims to investigate the correlation between SHRM practices such as incentives and rewards, formal performance appraisal, recruitment and selection, career development, and organizational development with measures of organizational performance, including revenue growth rate, return on equity, return on assets, and profitability Design/methodology/approach: 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. A stratified random sample of 169 organisations' managers was studied.  Research Findings: 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 < 0.01).  The study recommended aligning the SHRM strategy with other activities to improve performance, focusing on recruitment.  Integrating HR practices with overall strategies can bring numerous benefits to organisations.  By aligning these two critical components, companies can ensure that their human resources are being utilised effectively and efficiently.  Theoretical Contribution/Originality : The study provides evidence that specific SHRM components, such as incentives and rewards, formal performance appraisal, and recruitment and selection, positively correlate with organizational performance measures like revenue growth rate, return on equity, and return on assets. This research contributes to the existing literature by highlighting the importance of integrating HR practices with overall strategies to enhance organizational performance, particularly in the Zambian profit-oriented sector. Keywords: Strategic Human Resource Management, Integration, Performance
An Exploration Of Leadership Styles And Their Impact On Employee Performance At ZESCO Limited, Zambia: Mwambela, Able; Zulu, Bupe
Journal of Business and Management Review Vol. 5 No. 10 (2024): (Issue-October)
Publisher : Profesional Muda Cendekia Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47153/jbmr.v5i10.1155

Abstract

Research Aims: The study examined the influence of different leadership styles on employee performance within ZESCO Limited, Zambia. Its principal objective was to evaluate the impact of transformational, transactional, laissez-faire, and servant leadership styles on employee performance, with the ultimate goal of enhancing organisational effectiveness and overall employee performance. Design/methodology/approach: Using a mixed-methods approach, a structured questionnaire was disseminated to 300 employees, resulting in 156 valid responses. Through rigorous statistical analyses encompassing Pearson correlation and ANOVA, the research endeavoured to examine the correlations between various leadership styles and employee performance. The study scrutinised hypotheses pertaining to the impacts of transformational, transactional, laissez-faire, and servant leadership. Research Findings: The findings highlighted that both transformational (p=0.199, 0.013) and servant (p=0.000, 0.330) leadership styles significantly enhance employee performance, demonstrating notably strong positive correlations. Although the transactional leadership style exhibited a weakness (p =.048, 0.159), it still showed a statistically significant positive correlation with employee performance. In contrast, a hands-off approach to leadership (p=0.00, -0.370) was discovered to hinder employee performance significantly. The practical findings were consistent with existing literature, emphasising the importance of proactive and supportive leadership in influencing employee results. Theoretical Contribution/Originality: The research concluded that transformational and servant leadership are crucial for enhancing employee performance within ZESCO Limited. While transactional leadership has some benefits, its impact is less significant. On the contrary, laissez-faire leadership has a negative effect on performance. Recommendations involve the implementation of leadership development initiatives that concentrate on transformational and servant leadership, the improvement of performance evaluation systems, the introduction of ongoing feedback mechanisms, and the establishment of robust leadership succession planning.
Analysis of the Impact of Recruitment and Selection as A Strategic Human Resource Management Tool on Organizational Performance in Zambia Mwambela, Able; Bwacha, Isaac Kabunda
Indonesian Journal of Community Services Vol. 4 No. 1 (2025): May
Publisher : CV. Literasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47540/ijcs.v4i1.1623

Abstract

This study aims to examine how the strategic implementation of recruitment and selection impacts organizational performance. 169 managers from profit-making organizations in Zambia participated in the research, and a quantitative approach was used to gather data.  The questionnaire had three parts: the first part gathered demographic data, the second part collected information about strategic human resource management (HRM) practices, and the third part obtained data on organizational performance. The study focused on a stratified random sample of 169 managers from various organizations. The results indicated that incentives and rewards were significant for achieving excellence, followed by recruitment and selection, and were followed by formal performance appraisal, which had a minor impact on career development. There is a notable correlation between strategic HRM components and organizational performance, including the revenue growth rate, return on equity, return on assets, and overall profitability (p < 0.01). The findings indicate that organizations should strategically align their activities to enhance performance, particularly recruitment, which has a direct impact on the organization's output. Furthermore, the research concludes that strategic human resource management (HRM) practices play a pivotal role in propelling organizational performance and should be harmonized with overarching business strategies and operations.
Analysis of the Impact of Recruitment and Selection as a Strategic Human Resource Management Tool on Organisational Performance in Zambia Mwambela, Able
Journal of Management Studies and Development Vol. 3 No. 03 (2024): Journal of Management Studies and Development
Publisher : The Indonesian Institute of Science and Technology Research

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56741/jmsd.v3i03.620

Abstract

The effective management of human resources is paramount for achieving organizational performance at various operational levels.  The oversight of human resources can significantly disadvantage an organization.  This research aims to scrutinize the influence of recruitment and selection as a Strategic Human Resource Management (SHRM) component on organizational performance.  The study encompassed 169 managers from profit-making organizations in Zambia and employed a quantitative approach to gather data through a structured questionnaire.  The questionnaire was structured into three parts: the first part gathered demographic data, the second part collected information about SHRM practices, and the third part obtained data relating to organizational performance.  A study was conducted on 169 managers from various organizations using a stratified random sampling method.  The findings confirmed the reliability of the data collection tool.  Notably, the study revealed that managers placed the highest importance on incentives and rewards as factors influencing excellence, followed by recruitment and selection, formal performance appraisal, and with the least emphasis on career development.  According to the study, there is a significant correlation between Strategic Human Resource Management (SHRM) components and organizational performance.  This includes the revenue growth rate, return on equity, return on assets, and overall profitability (p < 0.01).  Therefore, the study suggests that organizations should align their SHRM strategy with other activities that lead to improved performance, especially in the recruitment process, as it directly impacts the organization's products.  The study concludes that Strategic HRM practices are crucial in driving organizational performance and should be integrated with overall business strategies and operations to maximize benefits.
Co-Authors Bwacha, Isaac Kabunda Zulu, Bupe