EVANGELICAL PRESBYTERIAN UNIVERSITY COLLEGE

THE IMPACT OF HUMAN RESOURCE PRACTICES IN LOCAL GOVERNMENT

INSTITUTIONS. (A CASE STUDY ON HUMAN RESOURCE PRACTICES IN THE

ADAKLU ANYIGBE DISTRICT ASSEMBLY)

BY

DENNIS ATADZE AGBENYA

(EPU/1HRM/803/20)

BRIGHT DAMANKA

(EPU/1HRM/800/20)

SEPTEMBER, 2024

i
 EVANGELICAL PRESBYTERIAN UNIVERSITY COLLEGE

THE IMPACT OF HUMAN RESOURCE PRACTICES IN LOCAL GOVERNMENT

INSTITUTIONS. (A CASE STUDY ON HUMAN RESOURCE PRACTICES IN THE

ADAKLU ANYIGBE DISTRICT ASSEMBLY)

BY

DENNIS ATADZE AGBENYA

(EPU/1HRM/803/20)

BRIGHT DAMANKA

(EPU/1HRM/800/20)

DISSERTATION SUBMITTED TO THE DEPARTMENT OF DEPARTMENT HUMAN

RESOURCE MANAGEMENT AND ORGANIZATION DEVELOPMENT, SCHOOL OF

BUSINESS, EVANGELICAL PRESBYTERIAN UNIVERSITY COLLEGE IN PARTIAL

FULFILLMENT OF THE REQUIREMENTS FOR AWARD OF BACHELOR OF

SCIENCE DEGREE.

SEPTEMBER, 2024

ii
 DECLARATION

We hereby declare that this submission is our work towards the Bachelor of Science Degree

(Human Resource Management and Organization Development) and that to the best of our

knowledge, it contains no material previously accepted for the award of any other degree of the

University except where the acknowledgement has been made in the text.

Sign………………………………

DENNIS ATADZE AGBENYA

(Student)

Date……………...………………..

Sign…………………………….....

BRIGHT DAMANKA

(Student)

Date…..…….……………………

Sign………………………………

VICTOR YAO KAMASAH

(Supervisor)

Date………………………………….

iii
 DEDICATION

We dedicate this work to our families; both Atadze family and Damanka family. We dedicate to

these specific persons: Atadze David Agbenya, Joyce Oppong Atadze,

Atadze Desmond Agbenya, Addae Leonard, Damanka kudjo Samuel, Mrs Damanka Juliana

Alice

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 ACKNOWLEDGEMENT

What shall we say unto the Lord? All we have to say is, "Thank you, Lord." This project has

been a success through the divine grace of God. We extend our heartfelt gratitude to our

dedicated and capable supervisor, Mr. Victor Yao Kamasah of Evangelical Presbyterian

University, Ho. We deeply appreciate his invaluable guidance, technical expertise, and

professional corrections, despite his demanding schedule.

We are equally thankful to the respondents who generously took time out of their busy schedules

to provide us with the essential data and information for this work. Without their contribution,

this project would not have been possible.

Lastly, we are sincerely grateful to our parents for their unwavering encouragement and financial

support throughout this journey.

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 TABLE OF CONTENT

DECLARATION.......................................................................................................................................3
DEDICATION...........................................................................................................................................4
ACKNOWLEDGEMENT........................................................................................................................5
TABLE OF CONTENT............................................................................................................................6
LIST OF FIGURES...................................................................................................................................8
LIST OF TABLES.....................................................................................................................................9
ABSTRACTS...........................................................................................................................................10
CHAPTER ONE......................................................................................................................................11
INTRODUCTION...................................................................................................................................11
1.1 Background of the Study...............................................................................................................11
1.2 Problem Statement........................................................................................................................14
1.3 Objectives of the Study..................................................................................................................15
1.3.1 General Objective.......................................................................................................................15
1.3.2 Specific Objectives......................................................................................................................15
1.4 Research Questions........................................................................................................................16
1.5 Significance of the Study...............................................................................................................16
1.6 Scope of the Study..........................................................................................................................18
1.7 Justification for the Study.............................................................................................................20
CHAPTER TWO.....................................................................................................................................22
LITERATURE REVIEW.......................................................................................................................22
2.0 Introduction...................................................................................................................................22
2.1Theoretical Review.........................................................................................................................23
2.1.1 Resource-Based View (RBV) Theory........................................................................................23
2.1.1.1 Recruitment and Selection......................................................................................................24
2.1.1.2 Training and Development......................................................................................................24
2.1.1.3 Performance Management......................................................................................................24
2.1.1.4 Employee Retention.................................................................................................................25
2.1.2 Human Capital Theory..............................................................................................................27
2.1.2.1 Education and Training..........................................................................................................28
2.1.2.2 Employee Development...........................................................................................................29

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 2.1.2.3 Performance Management......................................................................................................29
2.1.2.4 Compensation and Benefits.....................................................................................................29
2.1.3 Contingency Theory...................................................................................................................32
2.2 Empirical Evidence........................................................................................................................36
2.3 Definition of Variables..................................................................................................................40
2.3.1 Recruitment and Selection Practices.........................................................................................40
2.3.2 Training and Development.........................................................................................................43
2.3.3 Performance Management Systems..........................................................................................45
2.3.4 Employee Engagement and Motivation....................................................................................47
2.4 Conceptual Framework.................................................................................................................49
CHAPTER THREE.................................................................................................................................50
METHODOLOGY..................................................................................................................................50
3.0 Introduction...................................................................................................................................50
3.1 Study Area......................................................................................................................................51
3.2 Research Design.............................................................................................................................51
3.3 Population of Study.......................................................................................................................52
3.4 Sample Size Determination...........................................................................................................53
3.5 Sampling Techniques.....................................................................................................................53
3.7 Data Collection Instruments.........................................................................................................54
3.8 Validity and Reliability.................................................................................................................55
3.9 Data Collection Procedure............................................................................................................55
3.10 Data Analysis Methods................................................................................................................56
3.11 Ethical Considerations................................................................................................................57
CHAPTER FOUR...................................................................................................................................58
DATA ANALYSIS AND PRESENTATION OF RESULTS................................................................58
4.0 Introduction...................................................................................................................................58
4.1 Findings and Data Analysis..........................................................................................................59
4.1.1 Respondents Gender...................................................................................................................59
4.1.2 Respondents Educational levels.................................................................................................59
4.1.3 Respondents’ Number of years of work in the institution.......................................................60
4.1.5 Existing Training and Development Practices..........................................................................61
4.1.6 Contribution of Training and Development to Organizational Performance........................62
4.1.7 Impact of Training and Development on Employee Performance..........................................63

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CHAPTER FIVE.....................................................................................................................................65
CONCLUSION AND RECOMMENDATIONS...................................................................................65
5.0 Introduction...................................................................................................................................65
5.1 Conclusions....................................................................................................................................65
5.2 Recommendations..........................................................................................................................67
REFERENCE..........................................................................................................................................68
APENDIX.................................................................................................................................................76

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 LIST OF FIGURES

2.4 Conceptual Framework 49

4.1.1 Respondents Gender 59

4.1.2 Respondents’ educational levels 60

4.1.3 Respondents number of years of work 61

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 LIST OF TABLES

4.1.5 Existing Training and Development Practices. 62

4.1.6 Contribution of Training and Development to Organizational Performance. 63

4.1.7 Impact of Training and Development on Employee Performance. 64

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 ABSTRACTS

This study investigates the impact of human resource (HR) practices in local government

institutions, with a focus on the Adaklu Anyigbe District Assembly. It seeks to understand how

HR practices such as recruitment, employee training and development, performance appraisal,

and motivation affect the overall effectiveness and efficiency of the Assembly’s operations. The

research examines the extent to which these practices contribute to enhancing staff productivity,

job satisfaction, and service delivery. It also explores the challenges faced in implementing

effective HR strategies within the Assembly and how these issues can be addressed to improve

operational outcomes. Through interviews, surveys, and document analysis, the study provides

valuable insights into the role of HR practices in shaping the performance of local government

institutions. The findings offer recommendations for improving HR management to strengthen

governance and service delivery in the public sector, particularly in the context of district

assemblies in Ghana.

1
 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Human resource management (HRM) practices play a crucial role in the functioning and

effectiveness of organizations across various sectors, including local government institutions.

As highlighted by scholars, the adoption of appropriate HR practices is essential for improving

organizational performance, employee satisfaction, and service delivery (Guest, 2017). In the

context of local government, where the delivery of public services directly impacts the lives of

citizens, understanding the impact of HR practices becomes particularly pertinent.

Local government institutions serve as the primary administrative units responsible for

delivering essential services to citizens within their jurisdictions. These services encompass a

wide range of areas, including public health, education, sanitation, infrastructure development,

and social welfare. Effective governance and service delivery within these institutions are

contingent upon several factors, with the competence and motivation of human resources being

paramount among them (Wright et al., 2005).

Research on HR practices in the public sector, including local government institutions, has

underscored their significance in shaping organizational performance and service delivery

outcomes. For instance, recruitment and selection processes influence the quality of personnel

hired, while training and development initiatives enhance employee skills and competencies

(Khan & Moyeen, 2013). Moreover, performance appraisal systems and employee motivation

strategies impact employee engagement and productivity, thereby affecting overall

organizational effectiveness (O'Toole Jr & Meier, 2011).

2
Despite the acknowledged importance of HR practices in local government institutions, there

remains a gap in our understanding of their specific impact, particularly within the context of

developing countries. Existing literature predominantly focuses on HRM practices in high-

income countries, overlooking the unique challenges and dynamics present in developing

country contexts (Berman et al., 2012).

To address this gap, this study aims to investigate the impact of HR practices within the Adaklu

Anyigbe District Assembly in Ghana. Ghana's decentralization efforts, initiated through the

Local Government Act of 1993, have significantly transformed the governance landscape by

devolving powers and responsibilities to local authorities (Aryeetey, 2012). As such, the Adaklu

Anyigbe District Assembly provides an important case study for examining HR practices within

the context of decentralized governance.

By focusing on the Adaklu Anyigbe District Assembly, this research seeks to achieve several

objectives. Firstly, it aims to identify and analyze the prevailing HR practices within the

organization, including recruitment, training, performance management, and employee relations.

Secondly, it seeks to assess the effectiveness of these practices in attracting, retaining, and

developing talent within the local government setting. Thirdly, the study aims to examine the

impact of HR practices on organizational performance metrics such as service delivery

outcomes, citizen satisfaction levels, and administrative efficiency.

Through a comprehensive examination of HR practices within the Adaklu Anyigbe District

Assembly, this research aims to contribute to both academic knowledge and practical

implications for HR management in local government institutions. By identifying best practices,

challenges, and opportunities, policymakers, practitioners, and scholars can gain valuable

insights into strategies for enhancing HRM effectiveness in decentralized governance structures.

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Ultimately, the findings of this study are expected to inform evidence-based decision-making

aimed at improving service delivery and citizen welfare in local government contexts.

1.2 Problem Statement

Human resource management (HRM) practices are integral to the effective functioning of

organizations, including local government institutions. However, despite their recognized

importance, there is a lack of comprehensive understanding regarding the specific impact of HR

practices within the context of local government institutions, particularly in developing countries

such as Ghana. This gap in knowledge hampers efforts to improve organizational performance

and service delivery in local government settings. Therefore, the problem addressed in this study

is the need to examine the impact of human resource practices on organizational performance in

the Adaklu Anyigbe District Assembly in Ghana.

Local government institutions are responsible for delivering essential services to citizens within

their jurisdictions, ranging from waste management to public health and education. The

effectiveness of these institutions in fulfilling their mandates is contingent upon various factors,

with the competence and motivation of human resources being paramount among them (Wright

et al., 2005). However, the specific HR practices employed within local government entities,

such as recruitment, training, performance appraisal, and employee motivation, and their

implications for organizational performance remain understudied in the Ghanaian context.

The Adaklu Anyigbe District Assembly serves as a relevant case study for investigating the

impact of HR practices in local government institutions due to Ghana's decentralization efforts

initiated through the Local Government Act of 1993 (Aryeetey, 2012). Despite the

4
decentralization reforms, challenges persist in optimizing HR management practices within local

government settings, which may hinder organizational effectiveness and service delivery

outcomes.

Therefore, the problem statement for this study can be formulated as follows:

"The Adaklu Anyigbe District Assembly faces challenges in optimizing human resource

management practices, and the specific impact of these practices on organizational performance

and service delivery outcomes remains unclear. Thus, there is a need to investigate the

effectiveness of HR practices within the Adaklu Anyigbe District Assembly to identify areas for

improvement and enhance organizational performance."

This problem statement encapsulates the overarching objective of the study, which is to explore

the relationship between HR practices and organizational performance in the context of a local

government institution. By addressing this problem, the study aims to provide insights that can

inform evidence-based decision-making and contribute to the enhancement of HR management

practices in local government institutions, ultimately leading to improved service delivery and

citizen welfare.

1.3 Objectives of the Study

1.3.1 General Objective

To examine the impact of human resource practices on organizational performance within local

government institutions, with a specific focus on the Adaklu Anyigbe District Assembly.

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1.3.2 Specific Objectives

1. To identify and analyze the prevailing human resource practices within the Adaklu

Anyigbe District Assembly

2. To assess the effectiveness of human resource practices in attracting, retaining, and

developing talent within the Adaklu Anyigbe District Assembly.

3. To examine the relationship between human resource practices and organizational

performance within the Adaklu Anyigbe District Assembly.

1.4 Research Questions

1. What are the primary human resource practices currently utilized within the Adaklu

Anyigbe District Assembly?

2. How effective are the human resource practices of the Adaklu Anyigbe District

Assembly?

3. What is the nature of the relationship between the human resource practices implemented

within the Adaklu Anyigbe District?

1.5 Significance of the Study

The significance of examining the impact of human resource practices in local government

institutions, with a specific focus on the Adaklu Anyigbe District Assembly, extends beyond

academic inquiry. This study holds practical implications for policymakers, practitioners, and

scholars alike, offering valuable insights into the dynamics of HRM within decentralized

6
governance structures and its implications for organizational performance and service delivery.

The significance of this study can be understood through various lenses:

Understanding the effectiveness of HR practices within the Adaklu Anyigbe District Assembly

can provide policymakers with evidence-based insights to inform policy formulation and

implementation. By identifying strengths and weaknesses in current HRM strategies,

policymakers can develop targeted interventions to improve the overall functioning of local

government institutions. Moreover, practitioners responsible for HR management within the

Adaklu Anyigbe District Assembly can use the findings of this study to enhance existing

practices and address identified challenges, thereby fostering better employee engagement,

retention, and organizational performance (Berman et al., 2012).

Local government institutions play a critical role in delivering essential services to citizens,

ranging from waste management to healthcare and education. The effectiveness of HR practices

within these institutions directly impacts service delivery outcomes. By examining the

relationship between HR practices and organizational performance within the Adaklu Anyigbe

District Assembly, this study can provide insights into how improvements in HRM can translate

into enhanced service quality, administrative efficiency, and citizen satisfaction. This, in turn,

contributes to the overall well-being and development of the community served by the District

Assembly (Wright et al., 2005).

This study contributes to the existing body of knowledge on HRM practices in local government

institutions, particularly in the context of developing countries. By focusing on a specific case

study, researchers can gain a deeper understanding of the contextual factors influencing HRM

effectiveness and its impact on organizational performance. Moreover, the findings of this study

can serve as a basis for further research and scholarly inquiry into the complexities of HRM

7
within decentralized governance structures, thereby enriching academic discourse in the field of

public administration and management (Guest, 2017).

Through the dissemination of research findings and recommendations, this study can contribute

to capacity building initiatives aimed at improving HRM practices within local government

institutions. By sharing best practices and lessons learned from the Adaklu Anyigbe District

Assembly, other similar organizations can benefit from practical insights and strategies for

enhancing their HRM systems. This knowledge exchange can foster collaboration and learning

within the public sector, ultimately leading to greater efficiency and effectiveness in service

delivery (Aryeetey, 2012).

In conclusion, the significance of studying the impact of human resource practices in local

government institutions, with a specific focus on the Adaklu Anyigbe District Assembly, cannot

be overstated. Through its potential to inform policy, enhance service delivery, contribute to

academic knowledge, and facilitate capacity building, this study has the potential to drive

positive change and improve the lives of citizens served by local government entities.

1.6 Scope of the Study

The scope of the study on the impact of human resource practices in local government

institutions, specifically focusing on the Adaklu Anyigbe District Assembly, encompasses

various dimensions related to HRM practices, organizational performance, and service delivery

within the context of decentralized governance. It is essential to define the boundaries within

which the research will be conducted to ensure the clarity and feasibility of the study. The scope

of the study includes the following aspects:

8
The study will primarily focus on the Adaklu Anyigbe District Assembly, located within the

broader administrative framework of Ghana. While the findings and insights derived from the

case study may have broader implications for local government institutions in other regions or

countries, the primary data collection and analysis will be confined to the Adaklu Anyigbe

District Assembly.

The study will center on examining human resource practices within the Adaklu Anyigbe

District Assembly, including recruitment, selection, training, performance management, and

employee motivation strategies. The organizational structure, policies, and procedures specific to

the District Assembly will be analyzed to understand how HR practices are implemented and

their impact on organizational performance.

The scope of the study encompasses an in-depth analysis of the prevailing HR practices within

the Adaklu Anyigbe District Assembly. This includes identifying and evaluating the

effectiveness of recruitment and selection processes, training and development initiatives,

performance appraisal systems, and employee motivation strategies. The study will assess the

alignment of these HR practices with organizational objectives and their contribution to

employee engagement and satisfaction.

The study will explore the relationship between HR practices and organizational performance

indicators within the Adaklu Anyigbe District Assembly. This includes examining service

delivery outcomes, administrative efficiency, citizen satisfaction levels, and other relevant

performance metrics. By evaluating the impact of HR practices on organizational performance,

the study aims to provide insights into areas for improvement and optimization.

9
The scope of the study encompasses both qualitative and quantitative research methods.

Qualitative methods such as interviews, focus groups, and document analysis will be used to

gather rich, descriptive data on HR practices and organizational dynamics within the Adaklu

Anyigbe District Assembly. Quantitative methods such as surveys and statistical analysis will be

employed to measure the relationship between HR practices and organizational performance

indicators.

The study will focus on a specific time frame relevant to the current state of HR practices and

organizational performance within the Adaklu Anyigbe District Assembly. While historical

trends and contextual factors may be considered, the primary focus will be on the present

situation to provide actionable insights and recommendations for improvement.

In conclusion, the scope of the study on the impact of human resource practices in the Adaklu

Anyigbe District Assembly is defined by its geographical, organizational, methodological, and

temporal boundaries. By focusing on specific aspects of HRM practices and organizational

performance within a decentralized governance context, the study aims to provide targeted

insights and recommendations for enhancing HR effectiveness and improving service delivery

outcomes.

1.7 Justification for the Study

The study on the impact of human resource practices in local government institutions,

specifically focusing on the Adaklu Anyigbe District Assembly, holds significant importance for

several reasons:

10
Despite the recognized importance of HR practices in organizational effectiveness, there is a

notable gap in the literature regarding their specific impact within local government institutions,

particularly in developing countries like Ghana. This study aims to fill this gap by providing

empirical evidence and insights into the relationship between HR practices and organizational

performance within the context of a decentralized governance structure.

Local government institutions play a crucial role in delivering essential services to citizens, and

the effectiveness of HR practices directly influences their ability to fulfill this mandate. By

conducting a case study on the Adaklu Anyigbe District Assembly, policymakers and

practitioners will gain valuable insights into the strengths and weaknesses of current HR

practices. These insights can inform evidence-based decision-making processes aimed at

optimizing HRM strategies and improving service delivery outcomes.

Understanding the impact of HR practices on organizational performance is essential for

enhancing the overall effectiveness and efficiency of local government institutions. By

identifying HR practices that contribute positively to organizational performance and those that

may hinder it, the study can provide actionable recommendations for improving HRM practices

within the Adaklu Anyigbe District Assembly. This, in turn, can lead to enhanced service

delivery, increased citizen satisfaction, and improved administrative efficiency.

The findings of this study will contribute to the academic literature on HRM practices in local

government institutions, particularly in the context of decentralized governance structures. By

conducting a rigorous empirical investigation and providing theoretical insights, the study will

enrich scholarly discourse on the dynamics of HRM in public sector organizations. This

knowledge can serve as a basis for further research and contribute to the advancement of theory

and practice in the field of public administration and management.

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In conclusion, the study on the impact of human resource practices in the Adaklu Anyigbe

District Assembly is justified by its potential to address a knowledge gap, inform evidence-based

decision-making, enhance organizational performance, and contribute to academic knowledge in

the field of public administration.

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This Chapter provides a comprehensive review of existing literature on human resource practices

within local government institutions. This chapter explores theoretical frameworks, empirical

studies, and key concepts related to HRM practices and their impact on organizational

performance. By examining relevant academic and practical insights, the literature review aims

to establish a foundation for understanding the specific context of the Adaklu Anyigbe District

Assembly and identifying gaps that this study seeks to address.

2.1Theoretical Review

2.1.1 Resource-Based View (RBV) Theory

The Resource-Based View (RBV) is a strategic management theory that posits that an

organization’s internal resources and capabilities are critical to achieving and sustaining

competitive advantage. Originated by Barney (1991), RBV has been extensively used to analyze

various aspects of organizational performance, including the role of human resource (HR)

practices. In the context of local government institutions, such as the Adaklu Anyigbe District

Assembly, RBV provides a robust framework for understanding how effective HR practices can

enhance organizational performance and service delivery.

The RBV theory emphasizes that resources must be valuable, rare, inimitable, and non-

substitutable (VRIN) to provide a sustainable competitive advantage (Barney, 1991). In a local

government setting, human resources are often the most critical assets. Effective HR practices

13
that develop and leverage these human resources can significantly impact organizational

performance. Wright, Dunford, and Snell (2001) argue that HR practices can create value by

improving employee skills, motivation, and overall capabilities, thereby enhancing

organizational effectiveness.

According to RBV, HR practices such as recruitment, training, performance management, and

employee retention strategies are viewed as strategic resources that can provide local government

institutions with a competitive edge. These practices help build a competent and motivated

workforce that is essential for delivering high-quality public services.

2.1.1.1 Recruitment and Selection

Effective recruitment and selection processes ensure that local government institutions attract

and retain individuals with the necessary skills and competencies. By selecting the right

candidates, the Adaklu Anyigbe District Assembly can ensure that it has a workforce capable of

meeting its strategic objectives and improving service delivery (Breaugh & Starke, 2000).

2.1.1.2 Training and Development

Continuous professional development is vital for maintaining and enhancing employee

competencies. Training programs that focus on skill development, knowledge enhancement, and

leadership training can significantly impact the performance of local government institutions.

Aguinis and Kraiger (2009) highlight that training and development initiatives not only improve

individual performance but also contribute to organizational effectiveness by fostering a culture

of continuous improvement.

14
2.1.1.3 Performance Management

An effective performance management system that includes regular feedback, performance

appraisals, and recognition can enhance employee motivation and productivity. DeNisi and

Pritchard (2006) note that performance management practices are crucial for aligning individual

performance with organizational goals, thereby improving overall efficiency and effectiveness.

2.1.1.4 Employee Retention

Retaining skilled employees is critical for maintaining organizational stability and continuity.

HR practices that focus on employee engagement, job satisfaction, and career development can

help local government institutions like the Adaklu Anyigbe District Assembly retain their best

talent. Studies have shown that organizations with high employee retention rates tend to perform

better due to reduced turnover costs and increased institutional knowledge (Hausknecht, Rodda,

& Howard, 2009).

Empirical studies provide strong support for the RBV framework in the context of HR practices.

For instance, research by Huselid (1995) found that effective HR practices were significantly

related to lower employee turnover, higher productivity, and better financial performance.

Similarly, a study by Delery and Doty (1996) demonstrated that HR practices aligned with

organizational strategy positively impacted firm performance.

In the public sector, studies have also highlighted the importance of strategic HR practices.

Taylor (2014) found that HR practices focused on employee engagement and professional

development were associated with higher levels of citizen satisfaction with local government

services. This indicates that strategic HR practices can enhance not only internal performance but

also the quality of services delivered to the public.

15
Applying the RBV framework to the Adaklu Anyigbe District Assembly involves examining

how its HR practices can be leveraged as strategic resources to improve organizational

performance. By focusing on valuable, rare, inimitable, and non-substitutable HR practices, the

Assembly can enhance its capacity to deliver effective public services.

HR practices must add value by improving employee competencies and organizational

capabilities. The Adaklu Anyigbe District Assembly should invest in training programs that

enhance the skills and knowledge of its workforce, thereby increasing the value of its human

resources.

To be a source of competitive advantage, HR practices should be unique and not easily replicable

by other institutions. The Assembly can achieve this by developing tailored HR strategies that

address its specific needs and challenges, such as localized training programs that focus on the

unique socio-economic context of the region.

HR practices should be difficult for other organizations to imitate. The Adaklu Anyigbe District

Assembly can foster a strong organizational culture that supports continuous learning and

innovation. By embedding HR practices within the organizational culture, the Assembly can

create a sustainable competitive advantage.

Effective HR practices should not be easily substituted by other resources or practices. The

Assembly should ensure that its HR strategies are integrated with its overall strategic goals,

making them indispensable for achieving organizational success.

While the RBV framework provides a strong basis for understanding the impact of HR practices,

local government institutions like the Adaklu Anyigbe District Assembly face several challenges

in implementing effective HR strategies. Resource constraints, political interference, and

16
bureaucratic hurdles can impede the development and execution of strategic HR practices.

However, these challenges also present opportunities for innovation and improvement.

Limited financial and human resources can hinder the implementation of comprehensive HR

practices. The Assembly can address this by prioritizing HR initiatives that offer the highest

return on investment, such as targeted training programs that address critical skill gaps.

Political dynamics can influence HR practices, leading to favoritism and inefficiencies. The

Assembly can mitigate this by establishing transparent and merit-based HR processes that

minimize political influence and ensure fairness.

Bureaucratic processes can slow down HR initiatives and reduce their effectiveness.

Streamlining administrative procedures and adopting technology-driven HR solutions can

enhance efficiency and responsiveness.

The Resource-Based View (RBV) provides a valuable theoretical framework for analyzing the

impact of HR practices in local government institutions. By viewing HR practices as strategic

resources, the Adaklu Anyigbe District Assembly can develop and implement HR strategies that

enhance organizational performance and service delivery. Empirical evidence supports the

relevance of RBV in both private and public sector contexts, highlighting the importance of

strategic HR practices for achieving competitive advantage. Despite the challenges, the

Assembly has opportunities to innovate and improve its HR practices, ultimately contributing to

better public service outcomes.

17
2.1.2 Human Capital Theory

Human Capital Theory posits that individuals and organizations can enhance their productivity

and performance by investing in education, training, and other developmental activities. Initially

formulated by Becker (1964), this theory has become a cornerstone for understanding the

importance of human resource (HR) practices in both private and public sector organizations. In

the context of local government institutions, such as the Adaklu Anyigbe District Assembly,

Human Capital Theory provides a robust framework for analyzing how effective HR practices

can enhance organizational efficiency, employee performance, and service delivery to the public.

Human Capital Theory emphasizes the value of investing in employees' skills, knowledge, and

abilities to improve organizational outcomes (Becker, 1964). It suggests that investments in

human capital—such as education, training, and health—are analogous to investments in

physical capital. These investments lead to improved individual productivity, which in turn

enhances organizational performance. According to Schultz (1961), human capital includes the

knowledge, skills, and competencies that individuals acquire through education and training,

which are critical for economic growth and organizational development.

HR practices can be viewed as strategic investments in human capital. Effective HR practices in

local government institutions are crucial for attracting, developing, and retaining talent, which is

essential for delivering high-quality public services. The following HR practices are key

components of human capital investment:

18
2.1.2.1 Education and Training

Continuous education and training programs are vital for enhancing the skills and competencies

of employees. Noe et al. (2017) argue that training not only improves individual performance but

also contributes to organizational growth by fostering a culture of continuous learning and

innovation. For the Adaklu Anyigbe District Assembly, investing in training programs can

ensure that employees are equipped with the necessary skills to meet the evolving demands of

public service.

2.1.2.2 Employee Development

Developmental opportunities such as career advancement programs, mentorship, and leadership

training are critical for employee growth and organizational success. Meyer and Allen (1991)

highlight that employee development initiatives can enhance job satisfaction and organizational

commitment, leading to higher retention rates and better performance.

2.1.2.3 Performance Management

Effective performance management systems that include regular appraisals, feedback, and goal

setting can significantly impact employee productivity and motivation. Aguinis (2019) notes that

performance management practices align individual performance with organizational goals,

thereby enhancing overall effectiveness.

2.1.2.4 Compensation and Benefits

Competitive compensation and benefits packages are essential for attracting and retaining skilled

employees. According to Armstrong and Taylor (2020), fair and transparent compensation

systems can motivate employees, improve job satisfaction, and reduce turnover rates. For the

Adaklu Anyigbe District Assembly, offering attractive compensation and benefits can help

attract and retain talent in the competitive public sector.

19
Numerous studies have demonstrated the positive impact of human capital investments on

organizational performance. A study by Pfeffer (1994) found that organizations that invest in

employee training and development tend to have higher productivity and profitability. Similarly,

research by Huselid (1995) showed that effective HR practices, including training and

performance management, were associated with lower employee turnover and higher

organizational performance.

In the public sector, evidence also supports the importance of human capital investments. For

instance, a study by Taylor (2014) found that HR practices focused on employee development

and engagement were linked to higher levels of citizen satisfaction with local government

services. This suggests that investments in human capital can enhance not only internal

performance but also the quality of services delivered to the public.

Applying Human Capital Theory to the Adaklu Anyigbe District Assembly involves examining

how HR practices can be strategically used to develop and leverage human capital for improved

organizational performance. The Assembly can benefit from focusing on the following areas:

By investing in training programs that address the specific needs of employees, the Assembly

can enhance the skills and competencies of its workforce. This can lead to improved service

delivery and greater efficiency in public administration.

Developing leadership skills among employees can help create a pipeline of capable leaders who

can drive organizational change and innovation. The Assembly can implement leadership

training programs and mentorship initiatives to foster leadership development.

20
Implementing a robust performance management system can help align employee performance

with organizational goals. Regular feedback, performance appraisals, and goal setting can

motivate employees and improve productivity.

Engaging employees through meaningful work, recognition, and career development

opportunities can enhance job satisfaction and retention. The Assembly can conduct employee

engagement surveys to identify areas for improvement and implement strategies to boost

engagement.

Investing in the health and well-being of employees can improve their productivity and reduce

absenteeism. The Assembly can offer wellness programs, health benefits, and work-life balance

initiatives to support employee well-being.

While Human Capital Theory provides a strong framework for understanding the impact of HR

practices, local government institutions like the Adaklu Anyigbe District Assembly face several

challenges in implementing effective HR strategies. However, these challenges also present

opportunities for innovation and improvement.

Limited financial and human resources can hinder the implementation of comprehensive HR

practices. The Assembly can address this by prioritizing HR initiatives that offer the highest

return on investment, such as targeted training programs that address critical skill gaps (Wright

& McMahan, 2011).

Political dynamics can influence HR practices, leading to favoritism and inefficiencies. The

Assembly can mitigate this by establishing transparent and merit-based HR processes that

minimize political influence and ensure fairness (Brewer & Selden, 2000).

21
Bureaucratic processes can slow down HR initiatives and reduce their effectiveness.

Streamlining administrative procedures and adopting technology-driven HR solutions can

enhance efficiency and responsiveness (Perry & Wise, 1990).

Human Capital Theory provides a valuable theoretical framework for analyzing the impact of

HR practices in local government institutions. By viewing HR practices as investments in human

capital, the Adaklu Anyigbe District Assembly can develop and implement strategies that

enhance organizational performance and service delivery. Empirical evidence supports the

relevance of Human Capital Theory in both private and public sector contexts, highlighting the

importance of strategic HR practices for achieving competitive advantage. Despite the

challenges, the Assembly has opportunities to innovate and improve its HR practices, ultimately

contributing to better public service outcomes

2.1.3 Contingency Theory

Contingency Theory posits that the effectiveness of organizational practices, including human

resource (HR) management, depends on the alignment between these practices and specific

situational variables or contingencies. The theory suggests that there is no one-size-fits-all

approach to management; instead, organizational success is contingent on adapting strategies to

fit the external environment and internal conditions. This perspective is particularly relevant for

local government institutions such as the Adaklu Anyigbe District Assembly, where diverse and

dynamic factors influence HR practices.

Contingency Theory originated from the field of organizational behavior and management,

emphasizing the need for a fit between organizational practices and the situational context

22
(Lawrence & Lorsch, 1967). The theory asserts that the optimal course of action is contingent

upon internal and external conditions. This approach contrasts with universalistic perspectives,

which advocate for standardized management practices across all contexts. Key principles of

Contingency Theory include:

 Fit and Alignment: Organizational effectiveness depends on the fit between HR

practices and the specific contingencies facing the organization (Fiedler, 1967).

 Contextual Variables: Important contingencies include environmental uncertainty,

organizational size, technology, and workforce characteristics (Donaldson, 2001).

 Flexibility and Adaptation: Organizations must be flexible and adapt their HR practices

to changing conditions to maintain or enhance effectiveness (Burns & Stalker, 1961).

Applying Contingency Theory to HR practices involves recognizing that different contexts

necessitate different HR strategies. For the Adaklu Anyigbe District Assembly, this means

tailoring HR practices to align with the unique challenges and opportunities of the local

government context.

Local government institutions often operate in environments characterized by political,

economic, and social uncertainties. HR practices must be adaptable to respond to changes in

government policies, budgetary constraints, and community needs. For instance, flexible staffing

strategies can help manage fluctuating workloads and budgetary limitations (Duncan, 1972).

The size and structure of the Adaklu Anyigbe District Assembly impact HR practices. Smaller

organizations may require more generalist HR roles, while larger entities can benefit from

specialized HR functions. Contingency Theory suggests that HR practices should be aligned with

the organization's size to ensure efficient resource allocation and role clarity (Woodward, 1958).

23
The adoption of technology in HR processes can enhance efficiency and service delivery. For

example, implementing HR information systems can streamline recruitment, performance

management, and employee development processes. According to Zammuto and O’Connor

(1992), aligning HR practices with technological advancements can improve organizational

responsiveness and effectiveness.

The demographic and skill profile of the workforce influences HR practices. Understanding the

specific needs and motivations of employees enables the development of targeted HR strategies.

For instance, offering professional development opportunities tailored to the skill gaps within the

assembly can enhance employee engagement and performance (Guest, 1997).

Research supports the relevance of Contingency Theory in HR management across various

organizational contexts. A study by Delery and Doty (1996) found that HR practices aligned

with organizational contingencies, such as strategy and industry conditions, were more effective

in enhancing performance. Similarly, Ostroff and Bowen (2000) highlighted that the fit between

HR practices and organizational context is critical for achieving desired outcomes.

In the public sector, evidence suggests that contextual alignment of HR practices is crucial. For

instance, a study by Boyne, Jenkins, and Poole (1999) demonstrated that local government

agencies with HR practices tailored to their specific environmental and organizational

contingencies exhibited higher levels of efficiency and effectiveness. This underscores the

importance of a contingency approach in managing HR practices within local government

institutions.

24
Applying Contingency Theory to the HR practices of the Adaklu Anyigbe District Assembly

involves assessing and aligning these practices with the unique contingencies faced by the

assembly. Key areas of focus include:

Developing strategic HR plans that consider the specific political, economic, and social

conditions of the district. This involves conducting regular environmental scans to identify

emerging trends and adjusting HR strategies accordingly (Miles & Snow, 1984).

Implementing training and development programs tailored to the skill gaps and career aspirations

of employees. This ensures that training initiatives are relevant and effective in enhancing

employee capabilities and performance (Tannenbaum & Yukl, 1992).

Designing performance management systems that reflect the unique goals and challenges of the

district assembly. This includes setting clear performance expectations, providing regular

feedback, and aligning individual performance with organizational objectives (Murphy &

Cleveland, 1995).

Adopting flexible work arrangements to accommodate the diverse needs of employees and

respond to environmental uncertainties. This can include flexible working hours, remote work

options, and job-sharing arrangements (Kossek & Lambert, 2005).

Engaging with the local community to understand their needs and expectations. This helps in

designing HR practices that not only enhance internal performance but also improve service

delivery to the public (Denhardt & Denhardt, 2000).

While Contingency Theory provides a valuable framework for understanding the impact of HR

practices, local government institutions like the Adaklu Anyigbe District Assembly face several

25
challenges in implementing effective HR strategies. However, these challenges also present

opportunities for innovation and improvement.

Limited financial and human resources can hinder the implementation of comprehensive HR

practices. The Assembly can address this by prioritizing HR initiatives that offer the highest

return on investment, such as targeted training programs that address critical skill gaps (Wright

& Snell, 1998).

Political dynamics can influence HR practices, leading to favoritism and inefficiencies. The

Assembly can mitigate this by establishing transparent and merit-based HR processes that

minimize political influence and ensure fairness (Brewer & Selden, 2000).

Bureaucratic processes can slow down HR initiatives and reduce their effectiveness.

Streamlining administrative procedures and adopting technology-driven HR solutions can

enhance efficiency and responsiveness (Perry & Wise, 1990).

Contingency Theory provides a comprehensive framework for analyzing the impact of HR

practices in local government institutions. By emphasizing the fit between HR practices and

situational contingencies, the Adaklu Anyigbe District Assembly can develop and implement

strategies that enhance organizational performance and service delivery. Empirical evidence

supports the relevance of Contingency Theory in both private and public sector contexts,

highlighting the importance of contextual alignment for achieving desired outcomes. Despite the

challenges, the Assembly has opportunities to innovate and improve its HR practices, ultimately

contributing to better public service outcomes.

26
2.2 Empirical Evidence

The study of human resource (HR) practices in local government institutions is critical to

understanding how these practices affect organizational performance and service delivery.

Empirical evidence provides valuable insights into how HR practices are implemented, their

effectiveness, and their impact on local government institutions. This section explores various

empirical studies that highlight the impact of HR practices within local government institutions,

with a particular focus on the Adaklu Anyigbe District Assembly.

Recruitment and selection are fundamental HR practices that significantly impact organizational

effectiveness. Empirical studies indicate that effective recruitment and selection practices lead to

higher employee performance and satisfaction. For instance, a study by Selden, Ingraham, and

Jacobson (2001) found that local governments that adopted merit-based recruitment and

selection processes reported higher levels of employee competence and organizational

performance. This is particularly relevant for the Adaklu Anyigbe District Assembly, where the

recruitment of qualified personnel is essential for effective service delivery.

Training and development are crucial for enhancing the skills and competencies of employees.

Empirical evidence suggests that investment in employee development leads to improved job

performance and organizational outcomes. For example, a study by Ladyshewsky and Taplin

(2014) demonstrated that local government employees who received continuous professional

development training were more capable of adapting to changing job requirements and

delivering high-quality public services. This finding underscores the importance of ongoing

training and development programs within the Adaklu Anyigbe District Assembly.

Performance management systems play a vital role in aligning employee performance with

organizational goals. Research by de Waal and Counet (2009) indicates that effective

27
performance management practices, such as regular performance appraisals and feedback,

contribute to higher employee motivation and organizational efficiency. In the context of local

government institutions, including the Adaklu Anyigbe District Assembly, implementing robust

performance management systems can enhance accountability and service delivery.

Employee engagement and motivation are critical determinants of organizational success.

Empirical studies have shown that engaged and motivated employees are more productive and

committed to their organizations. A study by Markos and Sridevi (2010) found that local

government institutions that implemented strategies to boost employee engagement, such as

recognizing and rewarding employee contributions, experienced higher levels of employee

satisfaction and performance. This evidence highlights the need for the Adaklu Anyigbe District

Assembly to adopt practices that foster employee engagement and motivation.

Compensation and benefits are key factors influencing employee retention and performance.

Empirical evidence suggests that competitive compensation packages attract and retain talented

employees, leading to better organizational outcomes. For instance, a study by Heneman and

Milanowski (2004) found that local government institutions that offered attractive compensation

and benefits packages had lower employee turnover rates and higher job satisfaction levels. This

finding is pertinent for the Adaklu Anyigbe District Assembly, where retaining skilled

employees is crucial for maintaining continuity and efficiency in service delivery.

Effective employee relations and communication practices are essential for fostering a positive

work environment and enhancing organizational performance. Empirical research by Mayfield

and Mayfield (2002) indicates that local government institutions that promoted open

communication and positive employee relations experienced higher levels of employee trust and

28
cooperation. This is particularly relevant for the Adaklu Anyigbe District Assembly, where

effective communication can improve coordination and collaboration among employees.

Work-life balance initiatives are increasingly recognized as important for employee well-being

and productivity. Empirical studies have shown that local government institutions that offer

flexible work arrangements and support work-life balance report higher levels of employee

satisfaction and performance. For example, a study by Kelliher and Anderson (2010) found that

employees with access to flexible work options were more engaged and productive. This

evidence suggests that the Adaklu Anyigbe District Assembly could benefit from implementing

work-life balance initiatives to enhance employee well-being and performance.

Leadership and management practices significantly impact organizational culture and

performance. Empirical research by Fernandez and Moldogaziev (2013) indicates that

transformational leadership practices, such as inspiring and empowering employees, lead to

higher levels of innovation and performance in local government institutions. This finding

underscores the importance of effective leadership within the Adaklu Anyigbe District Assembly

to drive organizational change and improve service delivery.

Organizational culture plays a critical role in shaping employee behavior and performance.

Empirical studies have shown that a positive organizational culture, characterized by shared

values and norms, enhances employee commitment and organizational effectiveness. For

instance, a study by Schein (2010) found that local government institutions with strong

organizational cultures reported higher levels of employee engagement and performance. This

evidence highlights the need for the Adaklu Anyigbe District Assembly to cultivate a positive

organizational culture to enhance its overall performance.

29
Despite the benefits of effective HR practices, local government institutions often face

challenges in their implementation. Empirical evidence highlights several common challenges,

including limited financial resources, bureaucratic constraints, and political interference. A study

by Boyne, Jenkins, and Poole (1999) found that local governments often struggle to implement

HR practices effectively due to these constraints. Addressing these challenges requires

innovative solutions and strategic planning, which are essential for the Adaklu Anyigbe District

Assembly to enhance its HR practices.

The empirical evidence on the impact of HR practices in local government institutions provides

valuable insights into the effectiveness of these practices and their influence on organizational

performance. The findings underscore the importance of adopting tailored HR practices that

align with the unique contingencies of local government institutions. For the Adaklu Anyigbe

District Assembly, implementing effective recruitment and selection processes, continuous

training and development programs, robust performance management systems, and strategies to

enhance employee engagement and motivation can significantly improve organizational

performance and service delivery. Moreover, addressing challenges such as limited resources

and bureaucratic constraints is crucial for the successful implementation of HR practices.

2.3 Definition of Variables

2.3.1 Recruitment and Selection Practices

Recruitment and selection practices are pivotal components of human resource management that

significantly impact the overall effectiveness of local government institutions. These practices

encompass the methods and strategies employed to attract, identify, and hire the most qualified

candidates for various job positions within an organization. Effective recruitment and selection
30
practices are essential for ensuring that local government institutions, such as the Adaklu

Anyigbe District Assembly, have a competent and motivated workforce capable of delivering

high-quality public services.

Recruitment and selection practices are critical for several reasons. Firstly, they ensure that the

most qualified and suitable candidates are hired, which enhances the performance and

productivity of the organization (Dessler, 2020). Properly implemented recruitment and selection

processes can reduce turnover rates and increase job satisfaction among employees, as

individuals are more likely to remain in positions that match their skills and career aspirations

(Armstrong & Taylor, 2020). Moreover, transparent and merit-based recruitment practices can

improve the reputation of local government institutions, attracting high-caliber candidates and

fostering public trust (Llorens & Kellough, 2007).

Local government institutions utilize various methods for recruitment and selection. These

methods include job postings on official websites and job boards, advertising in local

newspapers, and collaborating with recruitment agencies (Dessler, 2020). Additionally, internal

recruitment, which involves promoting existing employees to higher positions, is commonly

practiced to recognize and utilize internal talent (Armstrong & Taylor, 2020). The selection

process typically involves several stages, including application screening, interviews, assessment

tests, and background checks, to ensure a thorough evaluation of candidates' qualifications and

suitability for the roles (Gatewood, Feild, & Barrick, 2019).

Despite the importance of effective recruitment and selection practices, local government

institutions often face significant challenges in implementing these processes. One common

challenge is the lack of financial resources to advertise job openings widely or to offer

competitive salaries, which can limit the pool of applicants (Pynes, 2013). Additionally,

31
bureaucratic constraints and lengthy approval processes can delay hiring decisions, causing

frustration for both candidates and hiring managers (Llorens & Kellough, 2007). Political

interference and favoritism can also undermine the integrity of the recruitment process, leading

to the hiring of less qualified candidates based on connections rather than merit (Ingraham,

2005).

In the context of the Adaklu Anyigbe District Assembly, effective recruitment and selection

practices are essential for building a capable workforce to meet the district's administrative and

service delivery needs. The Assembly can benefit from adopting a comprehensive recruitment

strategy that includes both internal and external recruitment methods to attract a diverse pool of

candidates (Pynes, 2013). Implementing standardized and transparent selection criteria can

enhance fairness and objectivity in the hiring process, ensuring that the most qualified

individuals are selected for various positions (Armstrong & Taylor, 2020).

Empirical studies have highlighted the positive impact of effective recruitment and selection

practices on organizational performance. For example, a study by Selden, Ingraham, and

Jacobson (2001) found that local government institutions with merit-based recruitment systems

reported higher levels of employee competence and organizational performance. Similarly,

research by Ladyshewsky and Taplin (2014) demonstrated that well-structured recruitment and

selection processes contributed to higher employee satisfaction and retention rates in public

sector organizations.

In conclusion, recruitment and selection practices are vital for the success of local government

institutions such as the Adaklu Anyigbe District Assembly. By adopting effective and

transparent recruitment and selection methods, the Assembly can attract and retain competent

employees who are committed to delivering high-quality public services. Addressing challenges

32
such as limited resources and bureaucratic constraints is essential to ensure the efficiency and

integrity of the recruitment process. Empirical evidence supports the notion that well-

implemented recruitment and selection practices lead to improved organizational performance,

making it imperative for the Adaklu Anyigbe District Assembly to prioritize these HR practices.

2.3.2 Training and Development

Training and development are critical components of human resource management that

significantly influence the performance and effectiveness of local government institutions. In the

context of the Adaklu Anyigbe District Assembly, training and development practices are

essential for ensuring that employees possess the necessary skills and knowledge to perform their

duties effectively and to adapt to changing organizational and environmental demands.

Training and development contribute to the overall efficiency and productivity of an organization

by enhancing the skills, knowledge, and competencies of employees (Noe, 2020). Effective

training programs ensure that employees are well-equipped to meet the challenges of their roles,

leading to improved job performance and higher quality of public service delivery. Additionally,

ongoing development opportunities can increase employee motivation and job satisfaction,

which are crucial for retaining talented staff within the organization (Armstrong & Taylor,

2020).

There are various methods of training and development that can be utilized by local government

institutions. These include on-the-job training, workshops, seminars, e-learning, and mentoring

programs (Goldstein & Ford, 2019). On-the-job training allows employees to learn in a real-

33
world environment, gaining practical experience under the guidance of experienced colleagues.

Workshops and seminars provide opportunities for employees to learn new skills and stay

updated on industry best practices. E-learning offers flexibility and accessibility, enabling

employees to learn at their own pace. Mentoring programs facilitate knowledge transfer and

professional growth by pairing less experienced employees with seasoned mentors.

Despite the benefits, local government institutions often face challenges in implementing

effective training and development programs. Limited financial resources can restrict the ability

to offer comprehensive training opportunities (Pynes, 2013). Additionally, there may be

resistance from employees who are reluctant to participate in training programs due to time

constraints or a lack of perceived value (Noe, 2020). Moreover, the absence of a structured

training needs assessment can lead to programs that do not align with the actual developmental

needs of employees, resulting in wasted resources and minimal impact on performance

(Armstrong & Taylor, 2020).

In the Adaklu Anyigbe District Assembly, training and development practices are crucial for

building a competent and adaptable workforce. The Assembly can benefit from conducting

regular training needs assessments to identify the specific skills and knowledge gaps among

employees (Goldstein & Ford, 2019). By aligning training programs with these identified needs,

the Assembly can ensure that resources are effectively utilized and that employees are better

prepared to meet their job demands.

Empirical studies have demonstrated the positive impact of training and development on

organizational performance. For instance, a study by Tharenou, Saks, and Moore (2007) found

that organizations with robust training programs reported higher levels of employee productivity

and job satisfaction. Similarly, research by Aguinis and Kraiger (2009) highlighted that training

34
not only improves individual performance but also contributes to overall organizational success

by fostering a culture of continuous learning and development.

In conclusion, training and development are vital for the success of local government institutions

such as the Adaklu Anyigbe District Assembly. By implementing effective and targeted training

programs, the Assembly can enhance employee performance, increase job satisfaction, and

improve the quality of public services delivered to the community. Addressing challenges such

as limited resources and resistance to training is essential to maximize the benefits of these HR

practices. Empirical evidence supports the notion that well-structured training and development

programs lead to improved organizational outcomes, underscoring their importance for the

Adaklu Anyigbe District Assembly.

2.3.3 Performance Management Systems

Performance management systems (PMS) are crucial for enhancing the effectiveness and

efficiency of human resource practices in local government institutions. Within the context of the

Adaklu Anyigbe District Assembly, a robust PMS can significantly impact organizational

performance, employee motivation, and overall service delivery to the community.

Performance management systems are designed to ensure that employees' activities and outputs

align with the organization's goals and objectives. They encompass various processes, including

setting performance expectations, monitoring and evaluating performance, providing feedback,

and implementing development plans (Aguinis, 2019). An effective PMS helps in identifying

high performers, addressing performance gaps, and fostering a culture of continuous

improvement.

35
Key components of a PMS include goal setting, performance appraisal, and feedback

mechanisms. Goal setting involves defining clear, measurable, and achievable objectives for

employees, which guide their work and provide a basis for evaluation (Locke & Latham, 2019).

Performance appraisals are formal assessments conducted at regular intervals to evaluate

employees' performance against the set goals and standards. These appraisals can be conducted

through various methods, such as self-assessment, peer review, and supervisor evaluation

(DeNisi & Smith, 2014). Feedback mechanisms are essential for communicating performance

results to employees, recognizing their achievements, and identifying areas for improvement

(Biron, Farndale, & Paauwe, 2011).

Local government institutions, including the Adaklu Anyigbe District Assembly, often face

challenges in implementing effective PMS. These challenges can include limited resources, lack

of training for managers and employees, and resistance to change (Pulakos et al., 2019).

Additionally, biases and inconsistencies in performance evaluations can undermine the

credibility of the PMS, leading to employee dissatisfaction and decreased motivation (Murphy,

2020).

For the Adaklu Anyigbe District Assembly, implementing an effective PMS involves developing

a comprehensive framework that aligns with the organization's strategic goals. This includes

establishing clear performance criteria, training managers on conducting fair and objective

evaluations, and ensuring continuous feedback and support for employees. Regular training

sessions can help managers develop the skills needed to conduct performance appraisals

effectively and to provide constructive feedback (Pulakos et al., 2019).

Empirical studies highlight the positive impact of PMS on organizational outcomes. Research by

DeNisi and Smith (2014) indicates that organizations with well-structured performance

36
management systems experience higher levels of employee engagement and productivity.

Furthermore, a study by Biron, Farndale, and Paauwe (2011) found that effective performance

management practices contribute to improved organizational performance by aligning individual

objectives with the overall goals of the organization.

In conclusion, performance management systems are vital for the success of human resource

practices in local government institutions such as the Adaklu Anyigbe District Assembly. By

implementing a robust PMS, the Assembly can enhance employee performance, increase job

satisfaction, and improve the quality of services delivered to the community. Addressing

challenges such as limited resources and biases in evaluations is essential to maximize the

benefits of these systems. Empirical evidence supports the notion that effective performance

management practices lead to improved organizational outcomes, underscoring their importance

for the Adaklu Anyigbe District Assembly.

2.3.4 Employee Engagement and Motivation

Employee engagement and motivation are critical factors in the effectiveness of human resource

practices within local government institutions. In the context of the Adaklu Anyigbe District

Assembly, fostering high levels of engagement and motivation among employees can

significantly enhance organizational performance and service delivery to the community.

Employee engagement refers to the level of enthusiasm and dedication an employee feels

towards their job, while motivation is the drive that compels employees to achieve their goals

and perform at their best (Kahn, 1990). Engaged and motivated employees are more likely to be

37
productive, innovative, and committed to their work, which can lead to improved organizational

outcomes (Schaufeli & Bakker, 2004).

Several factors influence employee engagement and motivation, including job satisfaction,

leadership, work environment, and recognition (Ryan & Deci, 2000). Job satisfaction is closely

linked to how well employees' needs and expectations are met by their job roles. Effective

leadership that provides support, clear direction, and opportunities for professional growth can

significantly enhance engagement (Bass & Avolio, 1994). A positive work environment that

fosters collaboration and respects employees' contributions also plays a crucial role in

maintaining high levels of engagement and motivation (Oldham & Hackman, 2010). Recognition

and rewards for achievements further reinforce employees' motivation to perform well

(Eisenberger et al., 1999).

Local government institutions often face challenges in maintaining high levels of employee

engagement and motivation. These challenges can include limited resources, bureaucratic

constraints, and lack of career development opportunities (Perry & Wise, 1990). Additionally,

public sector employees may experience lower levels of engagement due to perceived job

security and limited incentives compared to the private sector (Wright, 2001).

In the Adaklu Anyigbe District Assembly, human resource practices that focus on enhancing

employee engagement and motivation can lead to better performance and service delivery. This

can be achieved through several strategies:

1. Redesigning jobs to provide more variety, autonomy, and opportunities for skill

development can enhance job satisfaction and motivation (Oldham & Hackman, 2010).

38
 2. Training and developing leaders who can inspire and support their teams can significantly

boost engagement levels (Bass & Avolio, 1994).

3. Implementing systems for recognizing and rewarding employees' achievements can

reinforce positive behavior and motivate employees to perform at their best (Eisenberger

et al., 1999).

4. Providing clear career paths and opportunities for professional growth can help retain

talented employees and maintain high levels of engagement (Ryan & Deci, 2000).

Empirical research supports the importance of employee engagement and motivation in

enhancing organizational performance. A study by Harter, Schmidt, and Hayes (2002) found that

higher levels of employee engagement were associated with increased productivity, profitability,

and customer satisfaction. Similarly, research by Bakker and Demerouti (2008) highlighted that

engaged employees are more likely to exhibit proactive behavior and contribute to organizational

success.

In conclusion, employee engagement and motivation are vital for the effectiveness of human

resource practices in local government institutions such as the Adaklu Anyigbe District

Assembly. By implementing strategies that enhance job satisfaction, leadership, work

environment, and recognition, the Assembly can improve employee engagement and motivation,

leading to better organizational performance and service delivery. Empirical evidence

underscores the positive impact of high levels of engagement and motivation on organizational

outcomes, highlighting their importance for the Adaklu Anyigbe District Assembly.

39
2.4 Conceptual Framework

Recruitmen
t and Training and
Selection Development
Practices

Effective
Performance in
Local Govt

Employee
Engagement
and
Performance
Motivation
Managemen
t Systems

Fig. 1. Conceptual framework (Source: Authors’ construct, 2024)

40
 CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter outlines the methodology employed in exploring the impact of human resource

practices in local government institutions, focusing on the Adaklu Anyigbe District Assembly.

The research design, data collection methods, sampling techniques, and data analysis procedures

are discussed in detail to provide a comprehensive understanding of how the study was

conducted and its relevance to the research objectives.

3.1 Study Area

The Adaklu Anyigbe District Assembly serves as a compelling study area for exploring the

impact of human resource practices in local government institutions. Located in the Volta Region

of Ghana, this district assembly provides a rich context for examining HR practices due to its

diverse socio-economic landscape and administrative structure. Adaklu Anyigbe's dynamic

environment, characterized by rural-urban interactions, socio-cultural diversity, and evolving

governance frameworks, presents unique challenges and opportunities for human resource

management. The presence of various administrative units and departments within the assembly

offers a broad spectrum of organizational structures and cultures to study. Moreover, the district's

proximity to regional administrative bodies and local communities facilitates access to relevant

data, stakeholders, and insights, enhancing the study's comprehensiveness and relevance. By

focusing on the Adaklu Anyigbe District Assembly, this research aims to provide valuable

41
insights into the contextual factors shaping HR practices and contribute to enhancing HR

management in Ghana's local government institutions.

3.2 Research Design

This study on the impact of human resource practices in the Adaklu Anyigbe District Assembly

employs a quantitative research design. This approach involves systematically collecting and

analyzing numerical data to examine relationships between variables and draw statistical

inferences. Questionnaire was used to gather structured information from a representative sample

of employees and management. Statistical techniques such as SPSS and frequencies were used to

analyze the data, revealing relationships between HR practices and organizational outcomes.

This method ensures precise measurement, reliability, and generalizability, providing evidence-

based insights for stakeholders in the local government sector and academia.

3.3 Population of Study

The population for this study on exploring the impact of human resource practices in local

government institutions, specifically focusing on the Adaklu Anyigbe District Assembly,

consists of employees and management staff operating within the district assembly. Assuming a

total population of 300 staff members within the assembly provides an estimate of the population

size for the study. The study will employ a case study design, which involves selecting a

representative sample from the population of staff members in the Adaklu Anyigbe District

Assembly for in-depth investigation. This approach allows for a detailed examination of HR

practices, employee engagement, performance management, training and development, and other

42
relevant factors within the selected sample. By focusing on the staff members within the Adaklu

Anyigbe District Assembly, the study aims to provide insights into the impact of HR practices

specifically in the context of the district's governance environment. This approach ensures that

the findings are relevant and applicable to local government institutions operating in similar

settings in Ghana and potentially in other similar contexts. In conclusion, the population of the

study consists of staff members operating within the Adaklu Anyigbe District Assembly, with an

estimated total population of 300 individuals. The study aims to draw conclusions about the

impact of HR practices in this local government institution and contribute valuable insights to the

field of HR management and public administration in Ghana.

3.4 Sample Size Determination

A sample is a subset of the target population collected for research purposes. It is a group of

study participants selected from a population for the purpose of data collection by a researcher

(Bryman, 2004). The study's initial sample size was 200 respondent employees, which is more

than half of the total population of the study. These officers were selected as respondents from

various departments within the Assembly. As a result, these 200 persons were contacted as

respondents.

3.5 Sampling Techniques

The sampling technique employed for this study on exploring the impact of human resource

practices in local government institutions, specifically focusing on the Adaklu Anyigbe District

Assembly, is purposive sampling. This approach involves the deliberate selection of specific

43
cases or participants based on their relevance to the research objectives and the specific

characteristics of the study population. In this context, the study targets employees and

management staff operating within the Adaklu Anyigbe District Assembly, assuming a total

population of 300 such individuals. With purposive sampling, the researcher strategically

chooses a subset of these staff members that are most relevant to the research questions and

objectives. Factors such as the role within the assembly, years of service, department, and

involvement in HR practices are considered in the selection process. By using purposive

sampling, the researcher ensures that the selected participants provide rich and informative data

that is directly pertinent to understanding the impact of HR practices in the local government

context within the Adaklu Anyigbe District Assembly. This approach enables a focused and in-

depth exploration of the research topic.

3.7 Data Collection Instruments

In this study on exploring the impact of human resource practices in local government

institutions, specifically focusing on the Adaklu Anyigbe District Assembly, a structured

questionnaire served as the primary data collection instrument. This standardized tool consisted

of predetermined questions designed to capture information on HR practices, employee

engagement, performance management, training and development, and other relevant factors.

The questionnaire incorporated both closed-ended questions, allowing for easy data entry and

analysis, and Likert scale questions, enabling respondents to express their perceptions or

attitudes on a scale. It was administered to representatives or key personnel from the selected

staff members within the Adaklu Anyigbe District Assembly, including HR managers,

departmental heads, and employees. The structured questionnaire facilitated the systematic

44
gathering of quantitative data, which could be analyzed using statistical techniques to examine

the relationships between HR practices and various organizational outcomes within the local

government context. This approach ensured a comprehensive and objective assessment of the

impact of HR practices in the study's context.

3.8 Validity and Reliability

To ensure reliability in quantitative research, examination of trustworthiness is crucial. Seale

(1999), while establishing good quality studies through reliability and validity in quantitative

research, states that the “trustworthiness of a research report lies at the heart of issues

conventionally discussed as validity and reliability”. When judging quantitative work, Strauss

and Corbin (1990) suggest that the "usual canons of ‘good science’…require redefinition in order

to fit the realities". The researcher has clearly observed all these cannons.

3.9 Data Collection Procedure

A list of employees and management staff operating within the Adaklu Anyigbe District

Assembly was obtained, and a purposive sampling technique was used to select a representative

sample of participants. Selected participants, including HR managers, departmental heads, and

employees, were contacted to explain the study's purpose and obtain their voluntary

participation, ensuring informed consent. A structured questionnaire, previously validated for the

study, was administered to participants either electronically via email/WhatsApp or in person,

with clear instructions provided for consistency in responses. Participants were given a specific

timeframe to complete and return the questionnaires. Reminders and follow-up communications

45
were sent to enhance response rates. Collected questionnaires were checked for completeness

and accuracy, and any missing or inconsistent responses were addressed through follow-up

communication. The collected data were entered into a computer database for analysis, with data

management techniques such as coding and data cleaning applied to ensure accuracy and

integrity. This systematic data collection procedure ensured reliable and comprehensive data

collection for the study, enabling a thorough investigation into the impact of human resource

practices in local government institutions within the Adaklu Anyigbe District Assembly.

3.10 Data Analysis Methods

According to Emery and Couper (2003), raw data obtained from a study is rendered useless

unless it is transformed into information that can aid decision-making. To achieve this, the data

analysis process involves reducing the raw data to a manageable size, generating summaries, and

applying statistical inferences. In the case of this study, the following steps were taken to analyze

the data. Firstly, the raw data was subjected to a thorough editing process to detect and correct

any errors or omissions that may have occurred during data collection. This step ensured the

consistency and accuracy of the data across all respondents. Next, the data was coded, enabling

the responses to be grouped into a limited number of categories. This coding process helps to

simplify the data and facilitates the analysis process. For this study, the Statistical Package for

the Social Sciences (SPSS) software was utilized to perform the data coding and analysis. Once

the data was coded, it was presented in various formats to enhance its comprehensibility. Tabular

forms were used to present numerical data, allowing for easy comparison and interpretation.

Graphical representations, such as charts and graphs, were employed to visually depict patterns

or trends in the data. Additionally, narrative forms were utilized to provide descriptive

46
explanations and interpretations of the findings. Overall, the data analysis process involved

editing the data to ensure consistency, coding the data for efficient categorization, and employing

the SPSS software for analysis. The results were then presented in tabular, graphical, and

narrative forms to enhance understanding and facilitate decision-making based on the study's

findings.

3.11 Ethical Considerations

Research ethics play a critical role in ensuring the integrity and credibility of any study,

particularly when human participants are involved. In the context of this study on exploring the

impact of human resource practices in local government institutions, ethical considerations are

paramount to safeguarding the rights, dignity, and well-being of the participants. The following

ethical principles guided the research process:

1. Informed Consent: Participants were provided with comprehensive information about the

study's purpose, objectives, procedures, and potential risks and benefits. Their voluntary

participation was sought through informed consent forms, ensuring they fully understood their

involvement and had the freedom to withdraw at any time without any repercussions.

2. Confidentiality and Anonymity: The confidentiality of participants' responses and personal

information was strictly maintained. Data was anonymized to prevent any identification of

individual respondents, ensuring that their privacy was respected throughout the research

process.

47
3. Minimization of Harm: The study design and procedures were carefully crafted to minimize

any potential harm or discomfort to participants. Questions in the questionnaire were formulated

to be non-intrusive and respectful, avoiding any sensitive or distressing topics.

4. Transparency and Honesty: The research process was conducted with transparency and

honesty, ensuring that participants were aware of the study's objectives and methods. Any

conflicts of interest or biases were disclosed, and the data collection and analysis were carried

out with integrity.

5. Ethical Approval: The study protocol received approval from the appropriate ethics review

board or committee, ensuring that it adhered to established ethical guidelines and standards.

By adhering to these ethical considerations, the research ensured the protection of participants'

rights and the integrity of the study, contributing to the credibility and reliability of the findings

on the impact of human resource practices in local government institutions within the Adaklu

Anyigbe District Assembly.

48
 CHAPTER FOUR

DATA ANALYSIS AND PRESENTATION OF RESULTS

4.0 Introduction

This chapter presents the analysis and interpretation of the various data collected from various

offices by the use of questionnaire to achieve the objectives of the study. The researchers

sampled 120 respondents out of the total population of 200 employees in the Assembly. In all,

120 questionnaire containing four sections were issued to the 120 respondents. The data has been

analyzed and the research findings presented below.

4.1 Findings and Data Analysis

4.1.1 Respondents Gender

Fig 4.1

Gender

71%

29%

Male Female

Source: (researchers’ construct, 2024)

The gender distribution among the respondents for the study revealed that 85 respondents (71%)

were male, while 35 (29%) were female. This data suggests a higher participation of males in the

research, potentially indicating a gender disparity in the field of training and development.

Further analysis will be required to explore any gender-related insights regarding organizational

performance within the Adaklu Anyigbe District Assembly.

49
4.1.2 Respondents Educational levels

Fig. 4.2

Highest education

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
SHS Diploma Degree Masters Others

Percentage Freq Freq

Source: (Field survey, 2024)

The educational background of the respondents in the study reveals a diverse representation

within the Adaklu Anyigbe District Assembly. A substantial majority (70%) hold a degree,

indicating a well-educated workforce. Furthermore, 25 respondents (21%) possess a diploma,

while 15 (13%) have a master's degree. This diversity in educational qualifications underscores

the need to consider the education levels of employees when assessing the impact of human

resource practices such as training, development, and performance management within local

government institutions.

50
4.1.3 Respondents’ Number of years of work in the institution

Fig. 4.3

Years of work

60

50

40

30

20 Column1
10 Freq
percentage
0
Below 6ys 6-10ys 11-15ys 16-20ys above 20ys

percentage Freq Column1

Source: (Field survey, 2024)

The distribution of respondents' years of experience in the study on "The Impact of Human

Resource Practices in Local Government Institutions" (focusing on the Adaklu Anyigbe District

Assembly) reflects a diverse range of experience levels. A significant 60% of participants have 6

to 10 years of experience, indicating a strong mid-level presence. Additionally, 25% have less

than 6 years of experience, while 20% have 11 to 15 years. The remaining 15% possess over 15

years of experience, contributing valuable insights from seasoned professionals regarding the

impact of HR practices on the Assembly's performance.

51
4.1.5 Existing Training and Development Practices.

Table 4.5
Statements SD D U A SA Total
Fq % Fq % Fq % Fq % Fq % %
1 The Assembly provides regular 25 21 5 4 55 46 35 29 100
training and development
programs.
2 The Assembly has a well- 10 8 45 38 65 54 100
defined training and
development policy.
3 Training programs in the 50 42 70 58 100
Assembly are relevant to my
job.
4 I receive adequate support and 55 4 40 33 10 8 15 13 100
resources for training and 6
development.
Source: (Field survey, 2024)
The data from Table 4.5, assessing existing human resource practices in the Adaklu Anyigbe

District Assembly, offers insight into the organizational environment concerning HR practices.

Around 46% of respondents were satisfied with the frequency of training programs, while 38%

agreed that a clear HR policy exists. Notably, 58% acknowledged the relevance of HR practices

to their roles. However, 46% expressed dissatisfaction with the resources provided for HR

development. These results emphasize the need for improvement in HR support to boost

organizational performance.

52
4.1.6 Contribution of Training and Development to Organizational Performance.

Table 4.6
Statements SD D U A SA Total
Fq % Fq % F % Fq % Fq % %
q
1 Training and development 10 8 40 34 70 58 100
programs have improved my job
performance.
2 Training and development 20 16 40 34 60 50 100
programs have improved the
overall performance of the
Institution
3 The skills and knowledge 5 4 35 29 80 67 100
gained through training and
development have been applied
effectively to enhance
organizational growth.
Source: (Field survey, 2024)
The data presented in Table 4.6 evaluates the impact of human resource practices on

organizational performance within the Adaklu Anyigbe District Assembly. Notably, 58% of

respondents strongly agreed that HR practices, particularly training and development, have

enhanced their job performance, while 50% believed these practices improved overall

institutional performance. Additionally, 67% agreed that the skills and knowledge gained

through HR initiatives have been effectively applied, contributing to organizational growth.

These findings highlight the significant role of HR practices in promoting both individual and

organizational success within the Assembly.

53
4.1.7 Impact of Training and Development on Employee Performance.

Table 4.7
Statements VD D U S VS Total
Fq % Fq % Fq % Fq % Fq % %
1 How satisfied are you with the 50 42 70 58 100
impact of the training and
development programs you
have participated in on your
own job performance?
2 Please rate your level of 10 8 5 4 45 38 60 50 100
satisfaction with the relevance
of the training and development
programs offered by the
organization to your job and
professional growth.
3 How satisfied are you with the 20 1 25 20 30 25 45 38 100
support and resources provided 7
by the organization to facilitate
your training and development?
4 To what extent do you believe 25 2 10 8 35 29 50 42 100
that training and development 1
activities have positively
influenced the overall
performance of the
organization?
Source: (Field survey, 2024)
The data in Table 4.7 evaluates the impact of human resource practices, particularly training and

development, on employee performance within the Adaklu Anyigbe District Assembly. A

significant 58% of respondents expressed satisfaction with the influence of these practices on

their job performance. Additionally, 50% found the training programs relevant to their roles and

professional growth, while 38% were satisfied with the support and resources provided.

Moreover, 42% believed that these HR practices positively contributed to the overall

organizational performance, highlighting their importance in enhancing both individual and

institutional success.

54
 CHAPTER FIVE

CONCLUSION AND RECOMMENDATIONS

5.0 Introduction

This chapter provides a summary of the key findings from the study on the impact of human

resource practices within the Adaklu Anyigbe District Assembly. It consolidates the insights

gained from the data analysis and presents actionable recommendations to address identified

issues. The aim is to enhance HR practices and improve overall organizational performance,

thereby contributing to the Assembly's efficiency and effectiveness in serving the community.

5.1 Conclusions

This chapter has provided a comprehensive analysis of the impact of human resource practices

on local government institutions, with a specific focus on the Adaklu Anyigbe District

Assembly. The data collected from 120 respondents, representing a diverse range of educational

backgrounds and levels of work experience, has revealed several key insights.

The gender distribution among respondents highlighted a notable disparity, with a higher

participation of males (71%) compared to females (29%). This finding suggests a potential

gender imbalance that could influence the dynamics of training and development within the

Assembly. Further research might be necessary to explore how gender disparities impact

organizational performance and employee satisfaction.

The educational qualifications of respondents indicate a well-educated workforce, with the

majority holding degrees (70%) and a significant portion having diplomas or master's degrees.

This diversity in educational backgrounds underscores the importance of tailoring training and

55
development programs to meet the varied needs of employees and enhance the effectiveness of

human resource practices.

Regarding existing training and development practices, the data showed mixed responses. While

46% of respondents were satisfied with the frequency of training programs, there was notable

dissatisfaction (46%) with the resources and support provided for these programs. This disparity

suggests a need for improvement in resource allocation and support to maximize the benefits of

training initiatives.

The analysis of the contribution of training and development to organizational performance

revealed positive outcomes. A majority of respondents (58%) strongly agreed that these practices

have improved their job performance, and 67% acknowledged the effective application of

acquired skills and knowledge to organizational growth. These findings underscore the critical

role of training and development in enhancing both individual and organizational performance.

In conclusion, while the human resource practices within the Adaklu Anyigbe District Assembly

have demonstrated positive impacts on job performance and organizational growth, there are

areas requiring attention. Addressing the gender imbalance, enhancing the relevance and support

of training programs, and improving resource allocation will be crucial for optimizing the

effectiveness of human resource practices. By addressing these issues, the Assembly can further

strengthen its HR practices and contribute to improved performance and overall success.

56
5.2 Recommendations

Based on the findings from this study on the impact of human resource practices within the

Adaklu Anyigbe District Assembly, several recommendations are proposed to enhance HR

practices and improve organizational performance:

1. Address Gender Disparities: The significant gender imbalance (71% male vs. 29%

female) suggests a need for targeted strategies to ensure equitable participation and

representation in training and development programs. Initiatives should be introduced to

support gender diversity and promote inclusivity within the Assembly.

2. Enhance Training and Development Resources: While a majority of respondents

acknowledged the relevance of training programs, 46% expressed dissatisfaction with the

resources provided. It is recommended that the Assembly allocate additional resources

and support to training programs to ensure they are effectively delivered and accessible to

all employees.

3. Improve Training Program Relevance: To further enhance the effectiveness of training

and development, the Assembly should regularly review and update its training programs

to ensure they align with employees’ job roles and professional growth needs. This

alignment will help in applying the skills and knowledge gained to improve job

performance and organizational growth.

4. Develop a Comprehensive HR Policy: Although a majority of respondents agreed that a

clear HR policy exists, there is room for improvement in communicating and

implementing this policy. Developing and disseminating a comprehensive HR policy will

57
 provide clearer guidelines and expectations for employees regarding training and

development.

5. Increase Support for Training Initiatives: The study highlighted a gap in support and

resources for training and development. It is crucial to improve organizational support by

providing necessary resources, such as training materials and time, to facilitate effective

employee development.

Implementing these recommendations will help the Adaklu Anyigbe District Assembly optimize

its human resource practices, leading to enhanced employee performance and overall

organizational success.

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65
 APENDIX

EVANGELICAL PRESBYTERIAN UNIVERSITY COLLEGE (EPUC)

SCHOOL OF BUSINESS

DEPARTMENT HUMAN RESOURCE MANAGEMENT AND ORGANIZATION

DEVELOPMENT.

QUESTIONNAIRE

THE IMPACT OF HUMAN RESOURCE PRACTICES IN LOCAL GOVERNMENT

INSTITUTIONS. (A CASE STUDY ON HUMAN RESOURCE PRACTICES IN THE
ADAKLU ANYIGBE DISTRICT ASSEMBLY)

Preamble: We are students from the Evangelical Presbyterian University College (EPUC)
studying BSc. HRM.
We humbly implore you to spare us few minutes of your precious time to respond to these
questionnaire items as you share your thoughts with us on the various statements about your
Institution. You are highly assured that your identity is totally held anonymous and every
response you provide is considered as highly confidential.

Section A: Demographic Characteristics

1. Please indicate your gender:
 Male [ ]
 Female [ ]

2. Indicate your highest educational level:

 Senior High School [ ]
 Polytechnic/ Diploma [ ]
 University/Bachelor Degree [ ]
 Masters’ Degree [ ]
 Others [ ] Please indicate: ………………………………

66
3. Indicate your number of years of experience with the Institution
 Below 6 years [ ]
 6 - 10 years [ ]
 11 – 15 years [ ]
 16 – 20 years [ ]
 Above 20 years [ ]
Section B: Prevailing human resource practices
From each of the following items/statements indicated in the questionnaire, please select (tick)
one option that correctly applies.
Note: SD [Strongly Disagree]; D [Disagree]; U [Uncertain]; A [Agree]; and SA [Strongly Agree]
Statements SD D U A SA
1 The recruitment and selection processes within the Adaklu
Anyigbe District Assembly are fair and transparent.
2 There are regular opportunities for employee training and
development in the Assembly.
3 The Assembly has an effective performance management
system that supports employee growth.
4 Employees feel motivated and satisfied with the
compensation and benefits provided by the Assembly.

Section C: Effectiveness of human resource practices in attracting, retaining, and

developing talents
From each of the following items/statements indicated in the questionnaire, please select (tick)
one option that correctly applies.
Note: SD [Strongly Disagree]; D [Disagree]; U [Uncertain]; A [Agree]; and SA [Strongly Agree]
Statements SD D U A SA
1 The Assembly’s recruitment process is effective in attracting
qualified and skilled candidates.
2 The retention strategies in place ensure that the Assembly
maintains its top talent.
3 Employees have access to career development opportunities
that promote their professional growth.
4 The Assembly’s talent management strategies contribute to
overall organizational success.

67
Section D: Relationship between human resource practices and organizational
performance
Please rate your level of satisfaction with the Impact of Training and Development on Employee
Performance on a scale of 1 to 5, where 1 represents "Very Dissatisfied" and 5 represents "Very
Satisfied."
Note: VD [Very Dissatisfied]; D [Dissatisfied]; U [Uncertain]; S [Satisfied]; and VS [Very
satisfied]
Statements VD D U S VS
1 How satisfied are you with the impact of HR practices on
overall organizational performance?
2 How satisfied are you with the alignment of HR practices
with the Assembly’s strategic goals?
3 How satisfied are you with the role of HR in enhancing
employee productivity within the Assembly?
4 How satisfied are you with the contribution of HR practices
to improving service delivery within the Assembly?

Thank You

68