The primary objective of this study is to assess the effect of Human Resource Development practices regarding the productivity of an organization
The author aims to investigate the impact of Human Resource Development practices that are implemented in the financial institution BPR ATLAS MARA. Furthermore, the level of organization productivity of the employees of BPR ATLAS MARA is evaluated and the relationship between Human Resource Development practices and organization productivity in BPR ATLAS MARA examined.
The management of Human Resource Development practices is an effective way of achieving organizational productivity. It has been discovered that most organizations are not performing well in this area and as a result have been experiencing a decline in productivity as well as failure in achievement of their goals and objectives.
Table of Contents
CHAPTER ONE:
GENERAL INTRODUCTION
1.0 Back ground of the study
1.1 Problem statement
1.2 Objectives of the Study
1.2.1 General Objective
1.2.2 Specific Objectives
1.3 Research questions
1.4 Research Hypotheses
1.5 Conceptual framework
1.6 Definition of Key Concept
1.7 Significance of the Study
1.8 Scope of the study
1.9 Organization of the study
CHAPTER TWO:
LITERATURE REVIEW
2.0 Introduction
2.1 Theoretical Review
2.2 Organization Development (O.D.)
2.3 Empirical Review
2.4 Management Development
2.5 Human Resource Development Practices
2.5.1 Techniques of Human Resource Development practices
2.5.2 Purposes of Human Resource Development practices
2.5.3 Functions of Human Resource Development System
2.5.4 Components of Human Resource Development
2.5.4.1 Individual Learning and Development
2.5.4.2 Self-Directed Learning
2.5.4.3 Workplace learning
2.5.4.4 Coaching
2.5.4.5 Mentoring
2.5.4.6 Training
2.5.4.7 Purposes of productivity measurement
2.5.4.8 Causes of Low Productivity
2.5.4.9 Factor Affecting Productivity
2.5.4.10 Organizational productivity
2.6 Ways to Increase Productivity in an Organization
2.6.1 Productivity and Productivity Improvement:
2.6.2 The Impact of Human resource development practices on Organizational productivity
2.6.3 Research Gap.
CHAPTER THREE:
RESEARCH METHODOLOGY
3.0 Introduction
3.1 The Research Design
3.2 Population of the Study
3.3 Sample Size
3.4 Data Collection Techniques
3.5 Data Collection Methods and instruments
3.5.1 Primary data
3.5.2 Questionnaire Method
3.5.3 Secondary data
3.5.4 Documentation
3.6 Data validity and reliability of the data collection Instruments
3.6.1 Validity of Instruments
3.6.2 Reliability of Instruments
3.7 Data processing
3.8 Editing
3.9 Coding
3.10 Tabulation
3.11 Data Analysis
3.11.1 Quantitative Data Analysis
3.11.2 Qualitative Data Analysis
3.11.3 Descriptive Method
3.11.4 Correlation
3.12 Ethical Considerations
3.13 Limitations of the Study
DATA PRESENTATION, ANALYSIS AND DISCUSSION OF RESULTS
4.1 Data analysis and interpretation
4.1.1 Respondents’ general information
4.1.2 Analysis of the findings
4.1.3 Gender Respondents
4.1.4 Age Respondents
4.1.5 Respondent’s marital status
4.2 Respondents’ views on the human resource development practices
4.3 Respondents’ views on organizational productivity
4.4 Regression analysis
4.5 Regression Coefficients
4.5.1 Scale range of correlation
CHAPTER FIVE
SUMMARY OF MAJOR FINDINGS, CONCLUSION AND RECOMMENDATION
5.0 Introduction
5.1 Summary of major findings
5.2 Conclusion
5.3 Recommendations
5.4 Scope for Future studies
REFERENCES
Objectives and Topics
This study aims to assess the impact of Human Resource Development (HRD) practices on organizational productivity, specifically within BPR ATLAS MARA in Rwanda. It investigates how various development interventions influence employee performance, motivation, and overall company efficiency, with the goal of identifying how aligning these practices with organizational objectives can enhance productivity and reduce operational inefficiencies.
- Impact of HRD practices on organizational productivity
- Employee performance and competence development
- Role of performance appraisal and feedback mechanisms
- Organizational development and culture in financial institutions
- Correlation between training initiatives and business growth
Auszug aus dem Buch
1.0 Back ground of the study
Globally as well as Rwanda not exceptional Human resource development is the integration of individual, career and organization .Development roles in order to achieve maximum productivity, quality, opportunity and Fulfillment of organizations members as they work to accomplish the goals of the organization Mills et al., (1991).
However, ineffective HRD practice can bring many problems such as reduced employees ‘enthusiastic to learn and apply new skills, decreased employee productivity, low morale, and higher employee turnover Fiona et al, (2005).
Developing an effective HRD practice is a difficult task since it demands to look into the needs of the employees and ensure that the practices are aligned with company and employee’s need. Therefore, problems in human resource development system arise when the training and development practices fail to accommodate employees’ needs. So, if an organization wants to enhance employees’ satisfaction and retain its’ employees; it should concern with improving the skills, knowledge, attitudes and behavior of employees in organizational settings for the benefit of both employees and the organization. Fiona et al.,(2005).
Summary of Chapters
CHAPTER ONE: GENERAL INTRODUCTION: This chapter introduces the research context, problem statement, and objectives, highlighting the necessity of HRD for organizational success.
CHAPTER TWO: LITERATURE REVIEW: This chapter explores theoretical frameworks and empirical studies concerning HRD, management development, and organizational productivity indicators.
CHAPTER THREE: RESEARCH METHODOLOGY: This chapter details the research design, population sampling, data collection techniques, and analytical methods used to test the study hypotheses.
DATA PRESENTATION, ANALYSIS AND DISCUSSION OF RESULTS: This chapter presents the statistical analysis of the gathered data, covering respondents' views on HRD practices, productivity, and regression results.
CHAPTER FIVE: SUMMARY OF MAJOR FINDINGS, CONCLUSION AND RECOMMENDATION: This chapter synthesizes the study findings, offers conclusions on the impact of HRD on BPR ATLAS MARA, and provides practical recommendations.
Keywords
Human resource, development practices, organizational productivity, employee performance, training, performance appraisal, management development, motivation, Rwanda, BPR ATLAS MARA, organizational culture, job satisfaction, efficiency, effectiveness, human capital
Frequently Asked Questions
What is the primary focus of this study?
The study focuses on evaluating the impact of Human Resource Development (HRD) practices on the organizational productivity of BPR ATLAS MARA in Rwanda between 2014 and 2017.
What are the key thematic areas covered?
The research covers quality of work life, organizational development, training and development, performance appraisal, and their influence on task, contextual, and adaptive performance.
What is the primary objective of the research?
The primary objective is to investigate the relationship between implemented HRD practices and the level of organizational productivity among employees at BPR ATLAS MARA.
Which research methodology was employed?
The study employed a descriptive survey research design, utilizing both quantitative data (questionnaires using Likert scales) and qualitative data (interviews with the Director of Human Resources).
What does the main body of the research address?
The main body examines existing literature on HRD theories, provides a methodological framework, and presents a detailed data analysis regarding the correlation between HRD practices and organizational output.
Which keywords characterize this work?
Key terms include Human resource, development practices, organizational productivity, employee performance, training, performance appraisal, and organizational culture.
How does the bank's financial performance relate to the study's scope?
The study addresses the context of BPR ATLAS MARA's financial decline between 2014 and 2015, using this as a backdrop to examine how HRD interventions were implemented to rectify underperformance and improve efficiency.
What is the role of performance appraisal in this context?
Performance appraisal is identified as a critical predictor in the study, influencing organizational productivity more significantly than other analyzed independent variables within the institution.
What conclusion did the author reach regarding the hypothesis?
The author concluded that the null hypothesis (Ho) was rejected, indicating a significant positive relationship between HRD practices and organizational productivity.
What is the key recommendation for BPR ATLAS MARA?
The study recommends that the management should focus on strengthening training programs, improving interdepartmental coordination, and ensuring that HRD strategies are aligned with organizational goals to maintain competitive advantage.
- Arbeit zitieren
- Bagabo John (Autor:in), 2020, The Impact of Human Resource Development Practices on Organizational Productivity, München, GRIN Verlag, https://www.grin.com/document/538716
