Human resource management and performance in a developing country: The case of Eritrea

Luchien Karsten, F. Ghebregiorgis

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    39 Citations (Scopus)

    Abstract

    This study investigates the relationship between human resource management (HRM) practices and organizational performance. Results based on a sample of 82 organizations from private and public sectors in Eritrea indicate that some of the practices have a significant impact on employee turnover, absenteeism, grievances and productivity. While compensation was the only independent variable found to be statistically significant in affecting grievances, employee selection had no effect across all performance measures. However, the study's results offer support for the assertion that investments in HRM practices results in better organizational performance.

    Original languageEnglish
    Pages (from-to)321-332
    Number of pages12
    JournalInternational Journal of Human Resource Management
    Volume18
    Issue number2
    DOIs
    Publication statusPublished - Feb-2007

    Keywords

    • HRM
    • firm performance
    • developing country
    • Eritrea
    • ORGANIZATIONAL PERFORMANCE
    • FINANCIAL PERFORMANCE
    • FIRM PERFORMANCE
    • IMPACT
    • COMPENSATION
    • PRODUCTIVITY
    • INDUSTRY
    • EMPLOYEES
    • TURNOVER
    • SYSTEMS

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