Abstract

This study aimed to examine the Impact of Human Resource Planning on Organizational performance: A case of Guinness Cameroon S.A Buea. Specifically, the study assess effects of human resource practices such as training and career development and compensation policy and work life balance on organizational performance in Guinness Cameroon S.A Buea.

An exploratory research design was adopted as an appropriate study design. A sample of 40 employees was selected using purposive sampling and simple random sampling. An interview and self-administered questionnaire composed of closed -ended, and likert scale questions were used to collect data.

Data obtained through a structured questionnaire were analyzed using descriptive and regression analysis with the help of Statistical Package for Social Sciences (SPSS) version 25. The hypothesis was tested through a correlation test, and it revealed that there is a strong positive relationship between the variabl whereby 64.8% of Guinness performance could be attributed to human resource planning.

The findings indicated that the human resource practices training and development, compensation policy, and work life balance have a positive relationship with Guinness institutions’ performance. It is concluded that selected human resource practices work well if there is effective policies to assist managers when motivating staff to raise their working morale.

The study therefore recommends that, effective human resource planning should be put in place so as to increase the organizational performance at Guinness. The study further recommends that, the management should build a strong relationship with their employee’s based on training and development, compensation management and work life balance so as to build positive relationship with the employee’s performance and operations.

CHAPTER ONE

INTRODUCTION

1.1 Introduction

This study is organized in a logical sequence of five related chapters. The content of each chapter is organized as follows; Chapter one presents the general introduction to the study. It comprises of the background to the study, the statement of the problem, the research questions and objectives to guide the conduct of the study, significance of the study and definition of terms. Chapter two deals with a detailed review of literature which looks at the works of other scholars to help and provide a framework for the conduct of the present study to finish. This chapter is divided into conceptual issues, theoretical framework, empirical literature and knowledge gap.

It lays emphasis on the definition of concepts, the review of related theories, and the findings of other scholars on the subject matter. Chapter three discusses the methodology adopted in this study. It states the methods employed in selecting an appropriate sample, collecting data and analysing the data.

Chapter four consist of a statistical presentation and analysis of the data obtained. It makes use of charts, tables, frequencies and parametric tools to display and analyse the data. Finally, chapter five focuses on summary of findings, conclusion from the research findings, and the necessary recommendations based on the research findings. In addition, there is area for further studies and references.

1.2 Background of the Study

Today we are living in a dynamic world. Advancement of information technology has brought to center stage the importance of human resource, more than ever before. In a competitive scenario, effective utilization of human resource has become necessary and the primary task of organizations is to identify, recruit, and channel competent human resources into their business operations for improving productivity and functional efficiency (Jyothi and Venkatesh, 2006).

The responsibility of recruiting, selecting and retaining qualified, motivated, and experienced human resources for the organization is vested in the human resource department through their human resource management practices (HRMP). Human resource management practices can therefore be described as the formulation of procedures that constitute the development of employee’s capacity to maximise their potential in a manner that furthers the objectives of both the individual and the organization to gain competitive advantage (Khadka, 2009).

Organizations nowadays are looking forward to have a competitive advantage against the threats present in globalization. Due to the high competency requirements, most organization aim to generate the kind of performance that can bring more profit. In order to do that, the employees are required to perform well and improve their performance (Osman, 2013).

To comply with this, the organization needs to align organizational performance with human resource management practices, which would be shown by organizational output of financial variables (sales growth, goal achievement, good services, productivity) (Chand and Katou, 2015) and non-financial variables (management quality, long-term orientation, continuous improvement, workforce quality) (De Waal and Frijns, 2011; Dimba, 2010) and also other outcomes as commitment, quality and flexibility (Guest,2013). Once a business entity has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals (Kaplan and Norton, 2015).

Since the 1980s, human resource planning (HRP) strategy has become an important topic for the management area. HRP strategy has achieved its prominence because it provides competitiveness and promotes managerial efficiency in the business area. The rise of human resource management in the 1980s brought managerial scholars to the link between the management of people and performance.

A number of attempts were made to put empirical facts with the theoretical bones of the knowledge based firms and the specific HRP views concerning how the systems on Human Resource practices, which can make an increment on the organizational performance. The approach that focuses on individual Human Resource practices and the link with the performance continued since early 1990s (Hendry and Pettigrew, 2012).

The key objective of HRM is to increase employee performance and improve organisational performance through investment in HR (Craft, 2000). This is achieved through several key functions of HRM including Planning for the quantities and qualities of required employees acquiring services of employees developing them motivating them and making sure that they continue to maintain high performance standards through human resource planning HRP) thus becomes a very essential component of human resource practice (Dienemann, 2005).

1.3 Statement of the Problem

Globally, over the years, human resources management (HRM) has played a vital role in achieving an innovative and high-quality product or service in organizations. The achievements of organizations widely depended on several significant factors that affect the organization performance.

HRM practices such as training and development, compensation, career planning, employee involvement, and performance appraisal encourage the employees to work better thus, increase the performance of the organization (Nabi et al., 2016). These human resource management practices could attract, motivate, propel and retain personnel to ensure the longevity of the organization and positively influence the level of employer and worker commitment. Several organizations invest enormously by placing higher priority on developing human resource to enhance organizational performance (Khan et al., 2011).

Given this, organisations take steps to increase performance, to avoid unwanted turnover due to stress, low job satisfaction, unsatisfactory working condition, and inadequate benefits.  It is the human resource department’s responsibility to find, assimilate, develop, compensate and retain these talented employees through HRM practices (Benkhoff, 2007). However, organizational performance is a challenge still facing many organisations both public and private.

Therefore the problem or challenges that face the most present organization‘s performance are the results of human resources that are both inefficiently and ineffectively planned. Inefficient and ineffective human resource planning is associated with the lack of top management support, poor strategic planning poor budget, and absence of the of expertise to prepare good human resources planning for better performance of the organization, poor implementations of all human resources drafts, policies and poor human resources management information system (Gupta, 2009).  As an impact this results in general poor performance of particular organization (Gupta, 2009) therefore the major concern of this study is to find out the extent to which the human resources planning can help the organizational performance and then improve the applicability of its reports.

This being the fact, there is an abrupt decrease of HRP at a decreasing rate of the organization‘s performance. This problem is serious to organizations having more branches and missing human resource information system. When they are at their planning process they need to make sure their plans and budgeting fall and reach the demand and needs of human resources.

Such prediction will normally be based on the broad scenarios rather than on specific supply and demand forecasts. Thus performances tend to differ among organizations, as the problem is poor planning of human resources. To that juncture, it is the work of this study to assess the impacts of Human Resource Planning on the organizational performance in Guinness Cameroon S.A Buea in order to come up with findings which will help for improvement of the head office, zonal offices and training Centres working performance by answering the research questions below.

1.4 Research Questions 

1.4.1 Main Research Question 

What is the effect of human resource planning on organizational Performance in Guinness Cameroon S.A Buea?

1.4.2 Specific Research Questions

1. What are the effects of training and development on organizational performance in Guinness Cameroon S.A Buea?
2. What are the influences of compensation management on organization performance in Guinness Cameroon S.A Buea?
3. What is the effect of work-life balance on organizational performance in Guinness Cameroon S.A Buea?

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