Effect of Human Resource Development (HRD) Initiatives on Organizational Performance. A Case Study of the National Health Insurance Authority, Ghana

The paper investigates the practices of Human Resource Development (HRD) and its effect on organizational performance. The study employs a case-study strategy. A comprehensive study is done at the National Health Insurance Authority (NHIA) Human Resources to evaluate the variables of study. The study addresses the challenges faced by HRD professional, suggests remedies through HRD initiatives to achieve superior performance. Nonetheless, there is no empirical evidence as to whether the adoption of these initiatives led to employee retention and enhanced organizational performance at the NHIA. The study employs the mixed method approach: quantitative and qualitative research approaches. A total of 72 respondents were selected to participated in the research from a population of 90 employees at the Human Resources and Administrative Unit of the study organization. The study adopted questionnaires and interview guides to gather primary data. The study employs the use of descriptive analyses, and regression test to examine the relationship between the independent variable and the dependent variable. The study found that all the seven scales of the independent variable, HRD initiatives: career development, employee guidance and counseling, training and development, skills and technical training, organizational development, management and supervisory development, and coaching and mentoring had significant relationship with the dependent variable, organizational performance. The study concluded that the adoption of these practices would thus improve organizational performance. Keywords: Human Resource Development (HRD), Organizational Performance, Career Development, Employee Guidance and Counseling, Training and Development, Skills and Technical Training, Organizational Development, Management and Supervisory Development, Coaching and Mentoring DOI: 10.7176/JRDM/81-04 Publication date: December 31st 202

The Role of Work Life Balance on Employee Commitment and Turnover Intentions: A Study of Tertiary Institution Workers

This paper investigates whether the practice of Work Life Balance (WLB) within an organization can serve as a means of committing employees and discourage their intentions of quitting. The study further explores the factors of work life balance practices that should be implemented through policy to enhance employee commitment and reduce turnover intentions. The study sampled one hundred and thirty five (135) employees from a tertiary institution in Ghana. Quantitative data was collected through the administering of questionnaires and data was analyzed using SPSS. Findings indicate that although WLB has a strong and negative relationship with employee turnover intentions, it does not contribute to employee commitment. It was also observed that among the WLB practices, schedule flexibility has a stronger impact on employee turnover intentions. The study focused on employees in the tertiary education sector and thus the research findings cannot be generalized across the educational sector nor other economic sectors in Ghana. Management should focus on practicing work life balance in their organizations so as to ensure better commitment in organizational activities and also to prevent employees from quitting. Further, managers should try to continue improving the conditions of work for their employees since it significantly discourages employee from quitting. The study makes a significant contribution to the concept of WLB and its direct impact on employee outcomes. Keywords Work Life Balance (WLB), Employee turnover intentions (TI), Employee commitment (EC), Schedule flexibility (SF), Job autonomy (JA), Manager support (MS)

Employee Retention in Institutions of Higher Learning: A Study of Some Selected University Colleges in Ghana

The study investigated the issue of employee retention across private tertiary institutions in Ghana with a focus on Senior Members of some selected university colleges in the Ashanti Region. The mixed-method approach was used in a descriptive survey design. In all, 111 respondents were selected from four university colleges using purposive and convenience sampling methods. Interview guide and questionnaire were relied upon in collecting data for the study, with frequencies, percentages, Kruskal-Wallis test and thematic analyses as analytical tools. The study observed that the expectations of Senior Members before accepting employment in the selected institutions include getting a high salary, better working conditions, more training opportunities, career development opportunities, a favourable working environment as well as obtaining some form of recognition and appreciation in the institutions. Again, several factors such as better remuneration, care and concern from employers, more training and development opportunities, better promotion system, conducive working environment, and increased employee engagement influenced retention of Senior Members in the institutions. However, no significant differences were observed in the views of Senior Members (academic and non-academic) of the selected institutions on the factors influencing employee retention. The study recommends that HR Units of the selected universities should effectively collaborate with the HRM experts of the universities to design fair and proper training and development programs to motivate employees to stay in the organizations. Keywords: Employee retention, tertiary institutions, human resource management, Ghana DOI: 10.7176/JEP/13-5-06 Publication date: February 28th 202