Human resource practices and organisational performance: Evidence from university practice senior high school in the Cape Coast metropolis

Abstract

This study examined the relationship between human resource practices (HRP) and organisational performance at the University Senior High School in the Cape Coast Metropolis, guided by the Human Capital Theory and Resource-Based View. Employing an explanatory research design, data were collected from a sample of 102 respondents. The study pursued three objectives: to assess the extent of HRP, determine the level of organisational performance, and analyse the effect of HRP on performance. Findings revealed high levels of agreement on HRP constructs. In selection, the school follows established policies and criteria, employs diverse approaches, and prioritises competence in recruitment. Training and development initiatives support employees’ career ambitions, offer clear advancement pathways, and provide resources for professional and personal growth. Reward management includes incentive programmes for high performers, while recruitment targets high-quality candidates in line with organisational standards. Organisational performance was reflected in quality service delivery, student achievement, attendance rates, and graduation rates. Regression analysis indicated a significant positive effect of HRP on organisational performance, affirming the central role of human resources in achieving institutional goals. The study concludes that effective implementation of HR policies enhances both employee and organisational performance, and recommends targeted strategies to strengthen HRP for sustained improvement.