Jurnal SHRM 2 - Ronald

Open Journal of Business and Management, 2022, 10, 2461-2483
https://www.scirp.org/journal/ojbm
ISSN Online: 2329-3292
ISSN Print: 2329-3284
Strategic Human Resource Management

Practices and Organisational Performance: A
Case of the National Assembly of Zambia
Kenani Phiri1, Jackson Phiri2

1
Graduate School of Business, University of Zambia, Lusaka, Zambia
2
Department of Computer Science, University of Zambia, Lusaka, Zambia
How to cite this paper: Phiri, K., & Phiri, Abstract

J. (2022). Strategic Human Resource Man-
agement Practices and Organisational Per- The premise of human resource management practices is that an organisa-
formance: A Case of the National Assembly tion’s most important resource is its people, and that its performance de-
of Zambia. Open Journal of Business and
pends heavily on them. For human resource management to have a mea-
Management, 10, 2461-2483.
https://doi.org/10.4236/ojbm.2022.105124 ningful impact on organisational performance, an appropriate range of hu-
man resource policies and processes must be developed and effectively im-
Received: August 13, 2022 plemented. Strategic human resource management is an approach that de-
Accepted: September 13, 2022
fines how the organisation’s goals are achieved by its employees through hu-
Published: September 16, 2022
man resource policies and practices that are integrated with the human re-
Copyright © 2022 by author(s) and source strategy. Strategic Human Resource Management’s growing popularity
Scientific Research Publishing Inc. is primarily due to its clear commitment to improving organisational perfor-
This work is licensed under the Creative
mance. However, studies on the linkage between strategic human resource
Commons Attribution International
License (CC BY 4.0). management practices and organisational performance that have been carried
http://creativecommons.org/licenses/by/4.0/ out in the African perspective, are very few especially in a public organisation.
Open Access The purpose of this study was to examine the impact of strategic human re-
source management practices on organisational performance. The study was
conducted at the National Assembly of Zambia which has its presence in all
the one hundred and fifty-six (156) Constituencies through Parliamentary
Constituency Offices. The study utilised quantitative research method. Data
was collected from the study participants using a questionnaire. Collected
data was analyzed using descriptive statistics and statistical inference (Pear-
son Correlation Coefficient and Multiple Regression Analysis). The Pearson
Correlation Coefficient was used in order to find out the relationship between
the variables and the Multiple Regression Analysis was used in order to find
out the impact of independent variables on the dependent variable. The hy-
pothesis test results revealed that there was a relationship between all human
resource management practices and organisational performance at the Na-
DOI: 10.4236/ojbm.2022.105124 Sep. 16, 2022 2461 Open Journal of Business and Management
K. Phiri, J. Phiri
tional Assembly of Zambia. However, it was revealed that organisation and

resourcing had a negative and weak, positive impact on organisational per-
formance, respectively. Learning and development, performance and reward
management and employee welfare had a significant impact on organisational
performance.
Keywords
Organisational Performance, Organisation, Resourcing, Learning and
Development, Performance and Rewards Management, Employee Welfare
1. Introduction
The supposition on the practice of Human Resource Management (HRM) is that
the organisation’s most important resources are the people working in the orga-
nisation and that organisational performance largely depends on them. For
HRM to make meaningful impact on organisational performance, an appropri-
ate range of human resource policies and processes must be developed and im-
plemented effectively (Armstrong, 2008). Lawler and Mohrman (2003) also as-
sert that HRM practices should be an integral part of the strategy of any large
organization.
HRM practices are concerned with the management of people in an organisa-
tion from the time of recruitment until the time they separate from the organisa-
tion. Strategic human resource management (SHRM), knowledge management,
organisation development, resourcing, performance management, learning and
development, reward management and employee relations are some of the HRM
practices (Armstrong, 2009).
“Strategic HRM is an approach that defines how the organization’s goals will
be achieved through people by means of HR strategies and integrated HR poli-
cies and practices” (Armstrong, 2009: p. 29). Regardless of the definition con-
troversy, it can be clearly stated that the development of the concept of SHRM
has led to a significant revival of academic interest in HRM functions and a streng-
thening of both the theory and practice of human resource management. For ex-
ample, in the realm of theory, SHRM provided intellectual support for the idea that
people in an organization and the HRM system could provide a long-term source
of competitive advantage (Kaufman, 2007).
O’riordan (2017) described SHRM as an interface between HRM and strategic
management. In other words, it explains how the future development of an or-
ganisation and the achievement of its goals are supported by its human resource
policies and practices. Having a skilled, competent and ambitious workforce is
considered the basis of a competitive advantage, and SHRM encourages hiring,
supporting and training highly skilled employees.
This paper is arranged as follows: in Section 1.0 is the introduction, statement
DOI: 10.4236/ojbm.2022.105124 2462 Open Journal of Business and Management

K. Phiri, J. Phiri
of the problem and the conceptual framework. Section 2.0 consists of literature
review and the research methodology is in Section 3.0. The results and discus-
sion are presented in Section 4.0 which consists of demographic information of
the respondents, test of reliability, bivariate analysis and multiple regression analy-
sis. The conclusion is in Section 5.0, while Section 6.0 gives recommendations
and finally the limitations of the study are presented in Section 7.0.
1.1. Statement of the Problem

Since the mid-1990s, numerous studies have been conducted in the United
States and the United Kingdom to establish a link between SHRM and organiza-
tional performance. In general, these studies are very positive about the rela-
tionship between SHRM and organizational performance, but give little explana-
tion why certain HR practices can improve organizational performance (Mill-
more, Lewis, Saunders, Thornhill, & Morrow, 2007). Armstrong (2008) also ob-
served that many scholars of human resource management try to establish that
there is an apparent connection between HRM practices and organisational per-
formance. For that reason, much research has been done in order to answer
questions whether HRM practices have a positive impact on organisational per-
formance and how this impact is attained.
Darwish (2012) and Gituma and Beyene (2018), made reference to other
scholars who were of the view that most studies that have been carried out in
order to find out the relationship between SHRM practices and organisational
performance, have been carried out in developed countries such as the United
Kingdom and the United States of America. “As a result, HRM researchers have
commonly argued that it is still difficult to draw generalised conclusions from
these results and that there is a need for further investigations in different con-
texts” (Darwish, 2012: p. 217).
According to Gituma and Beyene (2018) SHRM is at the heart of all organiza-
tions, especially the public sector, helping people working in the public sector
adapt to changing government roles. The need for public sector skills and
knowledge in the areas of policy making, organisational management and public
service delivery is more needed than ever. They were also of the view that studies
on the linkage between SHRM practices and organisational performance that
have been carried out in the African perspective, are very few. Hence, at the time
of conducting this research, the researcher did not find any record of a study
that had been carried out in Zambia on the research topic and specifically in a
public sector organisation.
In addition, the National Assembly of Zambia has in place the Human Re-
source Department which spearheads the formulation and implementation of
SHRM practices at the Institution such as organisation, resourcing, learning and
development, performance and reward management and employee welfare.
However, the impact that these SHRM practices have on organisational per-
formance at the Institution is not known.

K. Phiri, J. Phiri
Therefore, the researcher tried to examine the impact of SHRM practices on or-
ganisational performance (employee commitment, employee performance and
service delivery) by making specific reference to the National Assembly of Zambia.
1.2. Conceptual Framework

A conceptual framework based on SHRM practices (organisation, resourcing,
learning and development, performance and reward management and employee
welfare) at the National Assembly was formulated in order to examine the im-
pact that they have on organisational performance in terms of employee com-
mitment, employee performance and service delivery (Figure 1).
Figure 1. Conceptual framework for analysing the impact of SHRM practices on organisational performance at the National As-
sembly of Zambia.
2. Literature Review
This section presents the literature review on strategic human resource man-
agement practices and organisational performance. The literature highlights vari-
ous view points and explanations on strategic human resource management and
organisational performance and the potential gaps that exist in successfully im-
plementing strategic human resource management practices.
2.1. Historical Overview of the Study

Human resource management is considered a general activity that involves
managing the labour of others in production and dates back to the dawn of hu-
man history. The first visible roots of HRM functionality practiced in today’s
modern business organizations emerged at about the same time in the United

K. Phiri, J. Phiri
Kingdom, France, Germany, and the United States in the late 19th century. Ja-
pan experienced almost the same development about 10 years later (Kaufman,
2007). Armstrong (2014) also posits that an early reference to human resources
was made in the year 1966. Further, he explained that it was later stated that
“people are an important resource” in the organisation. However, HRM only
appeared in the 1980s through the works of what may be its founding fathers.
These were the American scientist Charles Fombrun and his colleagues in the
“Matching Model”, and Michael Beer and his colleagues in the “Harvard
Framework”.
HRM had a conceptual framework of underlying philosophies through a wide
range of theories. That is, from behavioural science to strategic management,
human capital and labour relations. HRM’s philosophy has been strongly criticized
by scholars for being business-oriented and operational, but it has become clear
that the term HRM has probably been adopted as a synonym for what was once
known as personnel management. Therefore, the criticism has decreased
(Armstrong, 2014).
The term SHRM evolved in the 1990s and is proactive and comprehensive in
human resource management, focusing on issues such as human resource man-
agement practices and alignment with organizational strategic goals, and incor-
poration of human resource management. A targeted, value-based approach has
become more meaningful in strategic approach to strategic organizational man-
agement, engaging senior management teams with HR functions, transferring
HR practices to line managers and adding value to employee compensation, se-
lection, performance evaluation, and organizational performance through HRM
(Gituma & Beyene, 2018). Future research on SHRM should focus on concep-
tually expanding the role of SHRM. Historically, SHRM has been seen as the in-
terface between HRM and strategic management. There are many studies fo-
cused on understanding the function of HRM (especially HRM practice), and
can be strategically adjusted to directly contribute to its competitive advantage
(Allen & Patrick, 2007).
2.2. Nature of Strategic Human Resource Management Practice

According to O’riordan (2017), textbooks and commentators have increasingly
referred SHRM instead of HRM, Since the 1990s. One of the key characteristics
of human resource management is that, it is strategic. This means that human
resource policies and practices are influenced by the organization’s overall goals,
which is great. However, the terms SHRM and HRM have often been used in-
terchangeably and the difference between the two is primarily conceptual and
academic. In essence, strategic HRM is a concept; it is a broad understanding of
how to achieve integration or “fit” between HR and business strategies, the ad-
vantages of taking a longer-term view of where HR should go and how to get
there, and how to develop and implement coherent and mutually supportive HR
strategies. It’s also about how HR professionals should approach strategic think-

K. Phiri, J. Phiri
ing on a daily basis. This means they work as part of the management team, en-
suring that HR activities continue to complement and bring value to the organi-
sation’s business strategy (Armstrong, 2014).
2.3. Strategic Human Resource Management and Organisational

Performance
All organisations are obliged by the stakeholders to perform well. In doing so,
they depend on the quality, commitment, enthusiasm, expertise and skills of the
people who work for them at all levels. The message of resource-based views is
that HRM can help add value and achieve a sustainable competitive advantage
through strategic development of the organisation’s human resource (the em-
ployees). The specificity of HRM is the assumption that performance gains are
achieved by people within the organisation. Therefore, if appropriate HR poli-
cies and practices are in place, HRM can also be assumed to affect organisational
performance (Armstrong, 2014).
According to (Millmore et al., 2007), one of the main concerns of researchers
in the past years has been to demonstrate that there is a cause-link between HR
and organisational performance. However, Armstrong (2014) was of the view
that many studies have shown a link between HRM and performance, but it
leaves uncertainty about the cause and effect. “HR practices seem to matter; logic
says it is so; survey findings confirm it. Direct relationships between perform-
ance and attention to HR practices are often fuzzy, however, and vary according
to the population sampled and the measures used.” (Armstrong, 2014: p. 54)
“After hundreds of research studies we are still in no position to assert with any
confidence that good HRM has an impact on organization performance.”
(Armstrong, 2014: p. 54)
There is no consensus among researchers on what HRM practices should be
or how many practices can improve the performance of an organization. Almost
all studies of HRM Performance Links use different combinations of HR prac-
tices. There is no standard or semi-standard list of HR practices that need to be
considered and measured in terms of their relationship to organizational per-
formance (Darwish, 2013).
3. Research Methodology
The research design that was used in this study was quantitative survey design.
According to Kothari (2004), quantitative research is based on the measurement
of quantity or amount. It is applicable to phenomena that can be expressed in
terms of quantity. Quantitative is primarily used as a synonym for data collec-
tion techniques (such as questionnaires) or data analysis procedures (such as
graphs and statistics) that generate or use numerical data. Conversely, Survey
strategies allow the researcher to collect quantitative data that can be quantita-
tively analyzed using descriptive and inferential statistics (Saunders et al., 2007).
Therefore, a predominantly closed-ended questionnaire was used to obtain the

K. Phiri, J. Phiri
respondent’s views regarding the impact of SHRM practices on organisational

performance at the National Assembly of Zambia.
Creswell and Clark (2011) define a population as “a group of individuals who
have the same characteristic”. In this case, the study population for this research
was the employees of the National Assembly of Zambia. The population of em-
ployees at the National Assembly of Zambia was 1200. Five hundred and eigh-
ty-five (585) employees were based at the headquarters and the Constituency
Offices had a total of six hundred and fifteen employees (615).
The sample size should not be too large or too small. It should be optimal. An
optimal sample meets the requirements for efficiency, representativeness, relia-
bility and flexibility. When determining the sample size, the researcher must de-
termine not only the acceptable reliability of the estimate, but also the required
accuracy (Kothari, 2004).
The following formula was employed in order to determine the sample size
for this study:
N
n=
1 + Ne 2
where:
n = sample size,
N = population of the study,
e = margin of error percentage.
1200
n=
1 + 1200 × 0.07 2
n = 174.419
n = 174
Data Collection Procedure and Analysis

The study incorporated both primary and secondary sources of data.
Primary data—This component of the research involved collecting data from
the participants by using a questionnaire.
Secondary data—This method was used to supplement inadequacies arising
from using primary sources and supporting the problem statement under study.
Information was gained by researching websites and other written materials
such as books, magazines, journals and reports.
Data analysis was done using IBM SPSS Software. The Mean and standard
deviation methods were used to determine the magnitude and direction of rela-
tionships between variables. In addition, the Pearson Correlation Coefficient and
Multiple Regression Analysis were adopted. The Mean and standard deviation
helped to rank some of the factors that influence the dependent variable. In ad-
dition to mean and standard deviation, an analysis of variance (ANOVA) was
used in order to strengthen the validity of the results. To analyze qualitative data,
the researcher used content analysis.

K. Phiri, J. Phiri
4. Results and Discussion

This section highlights the research results for the study from the frequency, de-
scriptive, correlation and regression tests. The results were interpreted using
SPSS and were then presented in charts, graphs and frequency tables for easy
understanding.
The study results were adequate to attain the objectives of the study and re-
spond to the study questions. The discussion of findings covers the study objec-
tives and study questions in detail in order to give statistical interpretation of the
results.
4.1. Demographic Information of the Respondents

Figure 2 below shows that 59% of the respondents on gender were male while
41% were female.
Figure 3 indicates that 8 respondents representing 5% had a certificate as the
highest level of education. Those who had a diploma were 27 representing 16%.
99 respondents, representing 60% had a first degree and 30 respondents representing
18% had a master’s degree as highest level of education.
In Figure 4, 13 respondents, representing 8% had a length of employment of
less than 1 year. 42 respondents and 110 respondents, representing 25% and 67%
had a length of employment of 1 - 5 years and more than 5 years, respectively.
Figure 2. Gender distribution of the respondents. Source: Survey data (2022).
Figure 3. Respondent’s highest level of education. Source: Survey data (2022).

K. Phiri, J. Phiri
Figure 4. Respondent’s length of employment. Source: Survey data (2022).
4.2. Test of Reliability

Ursachi et al. (2015) state that the common accepted rule is that α of .6 to .7 in-
dicates an acceptable level of reliability. The α of .8 or greater a very good level of
reliability, values higher than .95 are not necessarily good, since they might be an
indication of redundance.
Table 1 shows that the Cronbach’s Alpha values for all the independent va-
riables (organisation, resourcing, learning and development, performance and
reward management and employee welfare) tested were >.7. The dependent va-
riable also had a value of >.7.
4.3. Bivariate Analysis

According to Sarangam (2021), Bivariate analysis is a type of statistical analysis
in which two variables are observed with each other. One of the variables is de-
pendent and the other is independent. Variables are indicated by X and Y. In
this research, bivariate analysis was done in order to establish the relationship
between strategic human resource management practices and organisational
performance at the National Assembly. Pearson Correlation Coefficient (r) was
used to establish the relationship between strategic human resource manage-
ment practices and organisational performance by ranking the two (02) variables
using ordinal scale. This was done in order to find out whether there was a cor-
relation between the independent variables and the dependent variable before
addressing the main objective of this research.
A Pearson correlation coefficient was run as shown in Table 2, to determine
the correlation between organisation and organisational performance using res-
ponses from the respondents. The results revealed that there was a weak, positive
correlation between organisation and organisational performance (r = .056, p
= .477). Since the p > .05, it means that there is no statistically significant corre-
lation between organisation and organisational performance.
Table 3 indicates that the Pearson correlation coefficient on the correlation
between resourcing and organisational performance revealed that there was a
strong, positive correlation (r = .504, p = .001). Since the p < .05, it means that
there is statistically significant correlation between resourcing and organisation-
al performance.

K. Phiri, J. Phiri
Table 1. Test of reliability.
Reliability Statistics
Construct
Cronbach’s Alpha N of Items
Organisation 0.841 6
Resourcing 0.732 6
Learning and Development 0.709 6
Performance and Reward Management 0.723 6
Employee Welfare 0.785 6
Organisational Performance Indicators 0.746 6
Source: Survey data (2022).
Table 2. Pearson correlation coefficient between organisation and organisational perfor-

mance.
Pearson Correlation Results

Variables Organisational
Organisation
Performance
Pearson Correlation 1 .056
Organisation Sig. (2-tailed) .477
N 165 165
Pearson Correlation .056 1
Organisational
Sig. (2-tailed) .477
Performance
N 165 165
Source: Survey data (2022)
Table 3. Pearson correlation coefficient between resourcing and Organisational Perfor-

mance.

Resourcing
Performance
Pearson Correlation 1 .504**
Resourcing Sig. (2-tailed) <.001
N 165 165
Pearson Correlation .504** 1
Organisational
Sig. (2-tailed) <.001
Performance
N 165 165
**. Correlation is significant at the 0.01 level (2-tailed). Source: Survey Data (2022).
Table 4 shows that the Pearson correlation coefficient on the correlation be-
tween learning and development and organisational performance was a strong,
positive correlation (r = .605, p = .001). With the p < .05, there was statistically
significant correlation between learning and development and organisational
performance.

K. Phiri, J. Phiri
Table 4. Pearson correlation coefficient between learning and development and Organi-
sational Performance.

Variables Learning and Organisational
Development Performance

Learning and
Development
N 165 165
Organisational
Performance
N 165 165
Table 5 shows that the Pearson correlation coefficient on the correlation be-
tween performance and reward management and organisational performance
revealed that there was a strong, positive correlation (r = .526, p = .001). With
the p < .05, there is statistically significant correlation between performance and
reward management and organisational performance.
A Pearson correlation coefficient was run as shown in Table 6, to determine
the correlation between employee welfare and organisational performance using
responses from the respondents. The results indicated that there was a strong,
positive correlation between employee welfare and organisational performance
(r = .457, p = .001). Since the p < .05, it means that there is statistically signifi-
cant correlation between employee welfare and organisational performance.
Table 7 illustrates that the Pearson correlation coefficient on the correlation
between all human resource management practices and organisational perfor-
mance indicated that there was a strong, positive correlation (r = .611, p = .001).
With the p < .05, there was statistically significant correlation between all human
resource management practices and organisational performance.
H6: There is a relationship between all Human Resource Management prac-
tices and organisational performance
The null hypothesis was therefore accepted since the results indicated that p
< .05 (see Table 11 for a summary of hypothesis results).
4.4. Multiple Regression Analysis

In order to find out the impact of strategic human resource management prac-
tices on organisational performance, a Multiple Regression Analysis (MRA) was
formulated. According to Gallo (2015) regression analysis is a mathematical way
to find out which of the variables actually have an impact. It answers the ques-
tions: which factor is the most important? Which one can be ignored? How do
these elements work together? And perhaps the most important question is how
confident are we about all these factors?. MRA calculates multiple correlation
coefficients R2. The independent variable explains the percentage of variance of

K. Phiri, J. Phiri
Table 5. Pearson correlation coefficient between performance and reward management

and organisational performance.

Variables Performance and Organisational
Reward Management Performance

Performance and
Reward Management
N 165 165

Organisational
Performance
N 165 165
**. Correlation is significant at the 0.01 level (2-tailed). Source: Survey Data (2022)
Table 6. Pearson correlation between employee welfare and organisational performance.

Employee Welfare
Performance

Employee Welfare Sig. (2-tailed) <.001
N 165 165

Organisational
Performance
N 165 165
Table 7. Pearson correlation between all human resource management practices and or-
ganisational performance.

Variables All Human Resource Organisational
Management Practices Performance
All Human Resource Pearson Correlation 1 .611**

Management Sig. (2-tailed) <.001
Practices N 165 165

Organisational
Performance
N 165 165
the dependent variable. The contribution of the independent variable to the de-
pendent variable is measured by the beta value and can be explained based on
the p or t value (Miranda & Fernando, 2020).

K. Phiri, J. Phiri
Table 8 indicates an R Square of .439 which, when translated to a percentage,

is 44%. This means that, 44% of the impact of Organisational Performance at the
National Assembly could be credited to the collective impact of predictor va-
riables and for that reason, hypothesis 6 is supported.
Strategic Human resource Management Practices in the model above showed
the ability to predict Organisational Performance (R2 = .439). In this model the
value of R2 denotes that 44% of the observed variability in Organisational Per-
formance can be accounted for by Strategic Human Resource Management
Practices (Employee Welfare, Organisation, Resourcing, Performance and Re-
ward Management, Learning and Development).
However, 56% is not accounted for and this means that the 56% of the varia-
tion of Organisational Performance is related to other variables which are not
depicted in the model. Table 9 shows that this variance was highly significant as
indicated by the F value (F = 24.893 and p < .01).
Table 10 gave an explanation of the predictor variables that could contribute to
the relationship with the dependent variable. Holding all the other independent
variables (Employee Welfare, Organisation, Resourcing, Performance and Reward
Management, Learning and Development) constant, the regression equation re-
viewed that Organisational Performance at the National Assembly will be 1.274.
The model also gave an explanation that if all other predictor variables are
taken at zero, a unit decrease in organisation would lead to −.064 decrease in
Organisational Performance. A unit increase in resourcing would lead to .100
increase in Organisational Performance. Further, the model showed that a unit
increase in the learning and development would lead to .326 increase in Organi-
sational Performance. Furthermore, the model exhibited that a unit increase in
performance and rewards management would lead to lead to .145 increase in
Organisational Performance and a unit increase in Employee Welfare would
Table 8. Model summary.
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .663 a
.439 .421 .42428
a. Predictors: (Constant), Employee Welfare, Organisation, Resourcing, Performance and

Reward Management, Learning and Development. Source: Survey Data (2022).
Table 9. Analysis of variance (ANOVA).
Model Sum of Squaresa df Mean Square F Sig.

Regression 22.405 5 4.481
Residual 28.622 159 .180 24.893 <.001b
Total 51.028 164
a. Dependent Variable: Organisational Performance; b. Predictors: (Constant), Employee

Welfare, Organisation, Resourcing, Performance and Reward Management, Learning and
Development. Source: Survey Data (2022).

K. Phiri, J. Phiri
Table 10. Coefficients model.
Unstandardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error Beta
(Constant) 1.274 .322 3.955 <.001**
Organisation −.064 .058 −,068 −1.119 .265
Resourcing .100 .094 .101 1.065 .289
Learning and Development .326 .095 .330 3.449 <.001**
Performance and Reward
.145 .073 .172 1.982 .049**
Management
Employee Welfare .191 .058 .222 3.260 .001**
a. Dependent variable: Organisational performance. Source: Survey data (2022).
lead to .191 increase in Organisational Performance at the National Assembly.

1) H1: Organisation has a positive impact on organisational performance.
For organisation, the value of t was −1.119. This therefore means that the null
hypothesis was rejected.
2) H2: Resourcing has a positive impact on organisational performance.
The value of t for resourcing was 1.065. The null hypothesis was accepted.
3) H3: Learning and Development has a positive organisational perfor-
mance.
Learning and development had a t value of 3.449. Therefore, the null hypothe-
sis was accepted.
4) H4: Performance and Rewards management has an impact on organi-
sational performance.
Performance and reward management had a t value of 1.982. The null hypo-
thesis was accepted.
5) H5: Employee welfare has a positive impact on organisational perfor-
mance.
The t value for employee welfare was 3.260. Therefore, the null hypothesis was
accepted.
To test for the significance of the coefficients, test statistics which are reported
under the t column were formed. For organisation, the value of t was −1.119 (p
= .265, p > .01). For resourcing, the value of t was 1.065 (p = .289, p > .01).
Learning and development had a t value of 3.449 (p = .001, p < .01). The t value
for performance and reward management was 1.982 (p = .049, p > .01). For em-
ployee welfare, the value of t was 3.260 (p = .001, p > .01).
Despite resourcing having a positive impact on organisational performance,
the result showed a weak, positive impact. Therefore, it can be concluded that
learning and development, performance and reward management and employee
welfare have significant impact on organisational performance at the National
Assembly (see Table 11 for a summary of hypothesis results).

K. Phiri, J. Phiri
Table 11. Summary of hypothesis results.
Hypothesis Path t/Sig. Decision
Organisation has a positive impact on

H1 −1.119 Rejected
organisational performance
Resourcing has a positive impact organisational

H2 1.065 Accepted
performance.
Learning and Development positively affects

H3 3.449 Accepted
organisational performance.
Performance and Rewards management has an

H4 1.982 Accepted
impact on organisational performance.
Employee welfare has an impact on organisational

H5 3.260 Accepted
performance.
There is a relationship between all

H6 Human Resource Management practices and <.001 Accepted
organisational performance
Source: Author (2022).
4.5. Findings on the Demographic Characteristics of the

Respondents
It was found that the majority of the respondents in this study were male and it
was also found that the majority of the respondents in this were married. The
findings also revealed that a total of 81 respondents, out of 165 valid responses,
were aged between 41 and 50. In addition, it was found that 60% of the respon-
dents had a first degree as their highest level of education. 70% of the respon-
dents were employed on permanent basis, while 67% of the respondents had
worked for the National Assembly for more than five (05) years.
4.6. Findings on the Respondent’s Human Resource Management

Practices Knowledge and Organisational Knowledge
The findings revealed that almost all respondents were knowledgeable about
human resource management practices at the National Assembly with 50% ma-
jority of the respondents indicating that their knowledge about human resource
management practices at the National Assembly was good. Only 2% indicated
that their knowledge about human resource management practices at the Na-
tional Assembly was poor. This gave confidence to the researcher that the res-
ponses by the respondents in this study were based on an informed point of view
because of their awareness about human resource management practices at the
National Assembly.
In addition, the findings showed that a good number of the respondents were
involved in HRM practices at the National Assembly. However, only 47% major-
ity of the respondents indicated their involvement in HRM practices as good
with 8% and 1% indicating poor and very poor, respectively.

K. Phiri, J. Phiri
The majority of the respondents, at 39%, indicated that their knowledge about
the National Assembly strategic plan was moderate. However, 38% and 8% in-
dicated that their knowledge about the National Assembly strategic plan was
good and very good, respectively.
4.7. Findings on the Impact of Organisation

The findings revealed that the respondents were in agreement, by a mean of 3.86
that the organisational structure contributes to organisational performance at
the National Assembly. Nevertheless, the respondents also agreed, by a higher
mean of 3.96 that organisational performance can improve if the organisational
structure was reviewed.
Consequently, the findings of the bivariate analysis which was done in order
to find out the correlation between organisation and organisational performance
revealed a week, positive correlation (p > .05). Meaning that, there was no statis-
tically significant correlation.
Further, the findings of the MRA which was done in order to test the null hy-
pothesis (organization has a positive impact of organisational performance) also
revealed that the t value for organisation was −1.119 which resulted in the null
hypothesis being rejected. Therefore, this study has shown that there is need to
review the aspect of organisation among the strategic human resource manage-
ment practices at the National Assembly.
Hence, the respondents made a recommendation that the National Assembly
should redesign the Departmental organogram and that a scientific approach
should be used when making changes to the organisational structure. According
to Millmore et al. (2007), the organisational structure does not just represent the
working relationships in an organisation because its importance is essential and
strategic to organisations than simply producing organisational charts to show
who reports to whom. It can be argued that strategic management of key ele-
ments of HR functions, such as recruitment and selection, pay and reward, train-
ing and development, leads to strategic HR policies and practices. This is argua-
bly true, but without an organisational structure that supports current and fu-
ture activities in these key HR areas, achieving this strategic approach can be dif-
ficult, if not impossible (Millmore et al., 2007).
4.8. Findings on the Impact of Resourcing

The findings on the impact of resourcing showed that the respondents were in
agreement, by an average mean score of 3.70 that resourcing has an impact on
organisational performance at the National Assembly.
The bivariate analysis findings on the correlation between resourcing and or-
ganisational performance revealed a strong, positive correlation (p < .05). Meaning
that, there was a statistically significant correlation.
Further, the findings of the MRA which was done in order to test the null hy-
pothesis (resourcing has a positive impact of organisational performance) also

K. Phiri, J. Phiri
revealed that the t value for resourcing was 1.065 which resulted in the null hy-
pothesis being accepted. In that regard, it was concluded that the aspect of re-
sourcing among strategic human resource management practices at the National
Assembly positively impacted organizational performance.
However, recommendations were made by the respondents on the need for
the National Assembly to implement inter-departmental support services, selec-
tive hiring and external recruitments. According to Millmore et al. (2007), re-
cruitment and selection is only part of the human resourcing practice but it is at
the centre of human resourcing in an organisation. The importance attached to
recruitment and selection is evident in the assertion that appointment decisions
are some of the most crucial ones ever taken by employers. Therefore, there is
need for Management at the National Assembly to improve on the aspect of re-
cruitment and selection in response to the finding of this study which showed
that despite resourcing having a positive impact on organisational performance,
the result showed a weak, positive impact.
4.9. Findings on the Impact of Learning and Development

The study found that the respondents were in agreement that learning and de-
velopment contributes to organisational performance at the National Assembly.
This was shown by an average mean score of 3.57 in the descriptive statistics on
the impact of learning and development. Mdhlalose (2020) conducted a study
with the aim of evaluating the impact of Training and Development on organi-
sational performance. Among the findings of the study, it was found that em-
ployee’s performance increases after completing a training programme.
The bivariate analysis findings on the correlation between learning and de-
velopment and organisational performance revealed a strong, positive correla-
tion (p < .05). This meant that, there was a statistically significant correlation.
The findings of the MRA which was done in order to test the null hypothesis
(learning and development has a positive impact of organisational performance)
also revealed that the t value for learning and development was 3.449 which re-
sulted in the null hypothesis being accepted. Therefore, it was concluded that the
aspect of learning and development among strategic human resource manage-
ment practices at the National Assembly had a positive impact on organisational
performance. Mdhlalose (2020), in a study conducted to evaluate the impact of
training and development on organisational performance, found that training
and development had a positive impact on the overall performance of the work-
force within the department that was under study.
Nevertheless, the recommendations from the respondents were an indication
that the National Assembly can do more regarding learning and development in
order to further improve its impact on organisational performance. One of the
recommendations from the respondents was on the need for the National As-
sembly to development a policy about succession planning. The statement in the
descriptive statistics, on the impact of learning and development, that the Na-

K. Phiri, J. Phiri
tional Assembly has a deliberate succession plan which contributes to organiza-

tional performance, had the lowest mean of 3.08, followed by a mean of 3.22 on
the statement that the National Assembly regularly sponsors staff for training in
line with the strategic plan. This later mean is supported by the recommendation
of the respondents that investment was needed in training of employees to create
an organisation in which the rate of learning matches the pace of change and
that the capacities of employees should be developed at all levels to support per-
formance improvement.
4.10. Findings on the Impact of Performance and Reward

Management
The descriptive statistics findings indicated that the respondents were in agree-
ment that performance and rewards management contributed to organisational
performance at the National Assembly, based on the average mean score of 3.58.
The bivariate analysis findings on the correlation between performance and
reward management and organisational performance revealed a strong, positive
correlation (p < .05). Therefore, there was a statistically significant correlation.
(performance and reward management have a positive impact of organisational
performance) revealed that the t value for performance and reward management
was 1.982 which resulted in the null hypothesis being accepted. Therefore, it was
concluded that performance and reward management positively impacted orga-
nisational performance at the National Assembly.
The respondents made a recommendation that the National Assembly should
implement modern performance appraisal systems like the 360 degrees. The other
recommendations were on the need to introduce best performer of the month
awards and on the need to leverage Information Communication Technology
(ICT) applications such as the Human Resource Information Management Sys-
tems (HRIMS) to enhance management of human resource and performance
capacities.
A Mean of 3.32 was the lowest for the descriptive statistics on the impact of
performance and reward management. This was on a statement that perfor-
mance appraisal at the National Assembly is based on agreed targets between the
supervisor and subordinate at the start of the appraisal period. This lower Mean
is warranted by the respondent’s recommendation that the performance ap-
praisal system should be improved in order for it to have proper targets that are
easily reviewable and that the appraisal system needs to be revised to ensure that
it is responsive to the job descriptions of staff and KPIs.
In a study on strategic human resource management practices and organisa-
tional performance at the National Insurance Corporation of Eritrea, Gituma
and Beyene (2018), found that the corporation did exceptionally well in perfor-
mance appraisal. For example, management at the corporation uses the results of
employee’s performance as a basis for selecting best performers who are in turn

K. Phiri, J. Phiri
rewarded in a number of ways. However, it was found that performance man-

agement was hindered by numerous factors which included, but were not li-
mited to inadequate qualified personnel to conduct objective performance ap-
praisals; absence of job description owing to labour shortage which forced the
corporation to reassign staff duties on a contingency basis. Moreover, supervi-
sor’s; and limited practices of the formal performance evaluation criteria as well
as absence of formal performance appraisal guidelines/policies were major bot-
tlenecks to performance management.
4.11. Findings on the Impact of Employee Welfare

The findings showed that the average Mean score for the descriptive statistics on
the impact of employee welfare was 3.96. This means that the respondents
agreed that employee welfare had an impact on organizational performance at
the National Assembly.
The bivariate analysis on the correlation between employee welfare and orga-
nisational performance found that there was a strong, positive correlation (p
< .05). Therefore, there was a statistically significant correlation.
(employee welfare has a positive impact of organisational performance) revealed
that the t value for employee welfare was 3.260 which resulted in the null hypo-
thesis being accepted. Therefore, it was concluded that employee welfare posi-
tively impacted organisational performance at the National Assembly.
The only recommendations from the respondents regarding employee welfare
were for the National Assembly to subscribe to health insurance schemes in or-
der for members of staff to have a variety of health facilities and that the Nation-
al Assembly should subscribe to a health fitness centre or build a fitness centre.
4.12. Findings on the Relationship between All Human Resource

Management Practices and Organisational Performance
The findings revealed through the descriptive statistics that the respondents
agreed that organisation, resourcing, learning and development, performance
and reward management and employee welfare contributed to employee com-
mitment, employee performance and service delivery by a Mean of 3.81, 3.83
and 3.85, respectively. The findings also revealed that the respondents were in
agreement on the collective contribution to employee commitment, employee
performance and service delivery by organisation, resourcing, learning and de-
velopment, performance and reward management and employee welfare. This
was shown in the descriptive statistics by a Mean of 3.87.
The bivariate analysis on the correlation between all human resource man-
agement practices and organisational performance also found that there was a
strong, positive correlation (p < .05). Therefore, there was a statistically signifi-
cant correlation between all human resource management practices and organi-
sational performance at the National Assembly.

K. Phiri, J. Phiri
4.13. Other Findings from the Respondents Recommendations

The other findings were that the respondents were of the view that there is need
for institutional transparency, employee engagement and access to information
by the employees. The respondents were also of the view that employees should
be able to give feedback to their supervisors and Management. The need for
Management at the National Assembly to get feedback anonymously from em-
ployees, considering that National Assembly employees do not belong to a trade
union, was recommended by the respondents.
It was also revealed that the respondents were of the view that the National
Assembly should avoid employee attrition and that employees in the constitu-
ency offices should be recruited on permanent and pensionable basis.
4.14. Future Research

Numerous issues suitable for further studies arose from this study. This study
was limited to one Public Institution (the National Assembly of Zambia). There-
fore, future studies can be conducted in other public Institutions in Zambia in
order to validate the findings of this study. A number of public Institutions can
also be studied at the same time in order to generalise the findings to other Pub-
lic Institution.
Further, the study reviewed that 44% of the observed variability in Organisa-
tional Performance can be accounted for by Strategic Human Resource Man-
agement Practices (Employee Welfare, Organisation, Resourcing, Performance
and Reward Management, Learning and Development) at the National Assem-
bly. Therefore, there is need to conduct research in order to find out the other
variables that account for the 56% of the variation of Organisational Perfor-
mance.
5. Conclusion
The correlation results for this study established that there was a weak relation-
ship between organisation and organisational performance at the National As-
sembly. However, the correlation results showed a strong relationship between
resourcing and organisational performance. There was also a strong relationship
between learning and development and organisational performance. Further,
performance and reward management as well as employee welfare also showed a
strong relationship with organisational performance. In general, the correlation
results revealed that there was a strong relationship between all human resource
management practices and organisational performance at the National Assem-
bly.
Nevertheless, the multiple regression analysis results revealed that only 44% of
the observed legitimacy in organisational performance at the National Assembly
could be accounted for by strategic human resource management practices which
were depicted in the model for this study. This meant that 56% of the disparity
of organisational performance was related to other factors which were not in-

K. Phiri, J. Phiri
cluded in the model for this study.

The multiple regression analysis results also showed that organisation had a
negative impact on organisational performance at the National Assembly, while
resourcing had a weak, positive impact. Learning and development had a strong
positive impact and performance and reward management also showed a mod-
erate, positive impact. Further, employee welfare had a strong positive impact on
organisational performance at the National Assembly. Therefore, it was concluded
that learning and development, performance and rewards management and em-
ployee welfare have significant impact on organisational performance at the Na-
tional Assembly.
The data collected by the questionnaire in form of recommendations by the
study participant on human resource management practices that could improve
organisational performance at the National Assembly, could help Management
at the National Assembly to improve inadequacies in strategic human resource
management practices revealed by this study.
6. Recommendations
Based on the data that was collected during the study, the researcher was able to
formulate recommendations that may be useful to Management at the National
Assembly in the implementation of SHRM practices. The followings are the rec-
ommendation:
1) There is need for Management at the National Assembly to review the or-
ganisational structure in order to address the negative effect that it has on orga-
nisational performance as revealed by this study.
2) The National Assembly should break down organisational silos that exist at
the Institution. One way to do this could be by implementing inter-departmental
support services whereby departments are able to supplement each other when
there is a shortfall of manpower in one department. This can also give employees
an opportunity to experience working in other departments and it can also im-
prove employee skills and capabilities.
3) The National Assembly should have a deliberate policy on continuous pro-
fessional development as well as a succession plan policy. It is also important for
the National Assembly to orient all the employees on the operations of the In-
stitution. This is important because employees need to understand how their
work contributes to the success of the organisation.
4) There is also need for the National Assembly to devise a target setting sys-
tem which should inform the employee’s performance appraisal. The appraisal
system should also be responsive to the job descriptions and key performance
indicators and the strategic plan.
5) The National Assembly should have a deliberate policy on Institutional
transparency, employee engagement and access to information in order to dis-
courage hearsay and rumour mongering. Employees should also be allowed to
give feedback to supervisors and Management. This can be done through the use

K. Phiri, J. Phiri
of suggestion boxes or employee engagement meetings.
7. Limitations of the Study

There are usually limitations when conducting research. This is because a single
study is not able to deal with all facets of the problem. This study’s limitation
was that it only used quantitative methods for data collection. Therefore, the
study was unable to capture people’s emotions, attitudes and behaviours. Also,
the researcher did not have an opportunity to ask the participants questions us-
ing an open-ended questionnaire which would have resulted in both qualitative
and quantitative methods research methods. Another limitation was that the
study focused only on the National Assembly of Zambia, thereby the researcher
not being able to generalise the findings to other public Institutions.
Acknowledgements
The author would like to acknowledge the participants in this study for their
valuable contribution and the National Assembly of Zambia for allowing the
author to conduct the study at the Institution.
Conflicts of Interest
The authors declare no conflicts of interest regarding the publication of this pa-
per.
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Open Journal of Business and Management, 2022, 10, 2461-2483

Strategic Human Resource Management

Kenani Phiri1, Jackson Phiri2

How to cite this paper: Phiri, K., & Phiri, Abstract

tional Assembly of Zambia. However, it was revealed that organisation and

DOI: 10.4236/ojbm.2022.105124 2462 Open Journal of Business and Management

1.1. Statement of the Problem

DOI: 10.4236/ojbm.2022.105124 2463 Open Journal of Business and Management

1.2. Conceptual Framework

2.1. Historical Overview of the Study

DOI: 10.4236/ojbm.2022.105124 2464 Open Journal of Business and Management

2.2. Nature of Strategic Human Resource Management Practice

DOI: 10.4236/ojbm.2022.105124 2465 Open Journal of Business and Management

2.3. Strategic Human Resource Management and Organisational

DOI: 10.4236/ojbm.2022.105124 2466 Open Journal of Business and Management

respondent’s views regarding the impact of SHRM practices on organisational

Data Collection Procedure and Analysis

DOI: 10.4236/ojbm.2022.105124 2467 Open Journal of Business and Management

4. Results and Discussion

4.1. Demographic Information of the Respondents

Figure 2. Gender distribution of the respondents. Source: Survey data (2022).

Figure 3. Respondent’s highest level of education. Source: Survey data (2022).

DOI: 10.4236/ojbm.2022.105124 2468 Open Journal of Business and Management

Figure 4. Respondent’s length of employment. Source: Survey data (2022).

4.2. Test of Reliability

4.3. Bivariate Analysis

DOI: 10.4236/ojbm.2022.105124 2469 Open Journal of Business and Management

Table 1. Test of reliability.

Source: Survey data (2022).

Table 2. Pearson correlation coefficient between organisation and organisational perfor-

Pearson Correlation Results

Source: Survey data (2022)

Table 3. Pearson correlation coefficient between resourcing and Organisational Perfor-

Pearson Correlation Results

DOI: 10.4236/ojbm.2022.105124 2470 Open Journal of Business and Management

Pearson Correlation Results

Pearson Correlation 1 .605**

4.4. Multiple Regression Analysis

DOI: 10.4236/ojbm.2022.105124 2471 Open Journal of Business and Management

Table 5. Pearson correlation coefficient between performance and reward management

Pearson Correlation Results

Pearson Correlation 1 .526**

Pearson Correlation .526** 1

Table 6. Pearson correlation between employee welfare and organisational performance.

Pearson Correlation Results

Pearson Correlation 1 .457**

Pearson Correlation .457** 1

Pearson Correlation Results

All Human Resource Pearson Correlation 1 .611**

Pearson Correlation .611** 1

DOI: 10.4236/ojbm.2022.105124 2472 Open Journal of Business and Management

Table 8 indicates an R Square of .439 which, when translated to a percentage,

Table 8. Model summary.

Model R R Square Adjusted R Square Std. Error of the Estimate

a. Predictors: (Constant), Employee Welfare, Organisation, Resourcing, Performance and

Table 9. Analysis of variance (ANOVA).

Model Sum of Squaresa df Mean Square F Sig.

a. Dependent Variable: Organisational Performance; b. Predictors: (Constant), Employee

DOI: 10.4236/ojbm.2022.105124 2473 Open Journal of Business and Management