Exploring the Effect of Human Resource Strategic Orientation on Employee Job Performance in Tanzania State Corporations

Lucy Odo Kiowi, Peter O. K’Obonyo and Martin Ogutu

International Journal of Academic Research in Business and Social Sciences, 2016, vol. 6, issue 8, 31-53

Abstract: This study examined the effect of human resource strategic orientation on employee job performance in Tanzania State Corporations. A total of nine hypotheses were established to test for the hypothesized relationships. A cross-sectional survey research design was adopted. Primary data was collected through a properly designed questionnaire while secondary data was obtained through published information. Data on human resource strategic orientation variable was obtained from HR managers in 53 State Corporations in Tanzania. Furthermore, a double source ratings data on employee job performance variable was obtained from a sample of 284 employees and 80 Supervisors. Correlations and hierarchical regression analyses were performed to examine the relationships. Results of this study provide support for the central hypothesis of this study that human resource strategic orientation (as a bundle of control and commitment) has a positive and significant effect on employee job performance. This study has contributed significantly to the conceptual and theoretical understanding in the strategic human resource management literature.

Keywords: Human resource strategic orientation; Human resource strategy; Human resource Practices; Employee job performance; State Corporations (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:hur:ijarbs:v:6:y:2016:i:8:p:31-53

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