The Relationship between Human Resources Management Activities and the Practice of Strategic Planning in Saudi Banks

Mohammed S. Al-Amri, Abdullah R. Almeshhen and Mohammed Z. Alothman

International Journal of Business Administration, 2016, vol. 7, issue 6, 57-71

Abstract: The aim of this study is to examine the relationship between human resources management activities and strategic planning in Saudi Banks. To achieve this aim, the study utilized a questionnaire consists of two validated, well established instruments: the first one is the human resources management activities scale developed by Al-Domour (2008) and includes 34-items that measures an all senior level employees in human resources departments in major banks in Saudi Arabia on the human resources management activities, the second instrument called practice of strategic planning scale developed by Al-Domour (2008) and includes 6-items to identify practice of strategic planning. This questionnaire has been distributed to a sample consist of (265) senior level employees of those banks. A total of (200) complete questionnaires has been received back at a response rate of 75%. After analysing data and testing hypotheses, the study revealed a there is a positive relation between human resources management activities (job analysis, human resources planning, recruitment, selection, training and development, motivation, and performance management) and practice of strategic planning. The study also revealed that there are no statistically significant differences in the response of the respondents on the human resources management activities due to personal characteristics (gender, age, educational qualification, Job title, and years of experience). Based on these results, certain recommendations were suggested.

Keywords: strategic planning; job analysis; recruitment; selection; training and development; performance management; human resources planning; motivation and Saudi Arabia banks (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:jfr:ijba11:v:7:y:2016:i:6:p:57-71

DOI: 10.5430/ijba.v7n6p57

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