Impact of Human Resource Management Practices on Organisational Performance of Local Ngos in the Central Region of Ghana

Abstract

The primary objective of this study was to investigate the impact of human resource management practices on the organisational performance of local NGOs in the Central Region of Ghana. All the 71 functional NGOs in the Central Region were involved in the study, however, only 40 NGOs were willing to respond. The study adopted descriptive survey method with structured questionnaire as the data collection instrument. The study revealed that local NGOs in the Central Region generally follow standard recruitment, supervision, training, motivation and retention as their human resource management practices to improve organisational performance. Their areas of strength in HRM include their ability to follow the right recruitment procedures to recruit the right employees, the ability to provide training based on current trend of information and skills. Supervision was more of a team work, while motivation was both intrinsic and extrinsic, monetary and non-monetary. All this resulted in reduced turnover of staff which is key to continuity and overall performance. It came out of the study that the NGOs in study area viewed all their HRM practices as effective and efficient in boosting staff morale, offering staff satisfaction and reducing staff turnover in the NGOs. There was a positive relationship between the HRM practices used by the local NGOs in the Central Region and their organisational performance, with staff motivation and supervision being the most significant contributors to the performance. It is recommended that local NGOs in the Central Region should invest more into the motivation of their employees by providing monetary and non-monetary incentives and also provide supportive supervision through mentorship and teamwork to improve performance. Key Words: Human Resource Management Practices, Non-Governmental Organisation, Organisational Performance