ASSESSMENT OF EMPLOYEES’ PERCEPTION TOWARDS HUMAN RESOURCE MANAGEMENT PRACTICES : A CASE STUDY OF SELECTED SECTORS IN META WOREDA, EAST HARARGHE ZONE

The purpose of this research was to identify the assessment of employees’ perception towards human resource management practices in Meta woreda East Hararge Zone. In Implementing of these internal practices, the sectors faced a problem of formal follow-up after training was conducted; inequitable salary and unfair promotion; and limitation in participating employees in decision-making. Data was gathered from team leaders and operational employees. The research approaches were quantitative and qualitative using cross-sectional survey method and the researcher have used sample size determination table and stratified sampling method was deployed to select the sample from each stratum to make the sample more representative of the population. The researcher used both inferential and descriptive statistics to analyses data gathered using different data collection method. Primary data were collected using five Point Likert-Scale questionnaires 163 responses were properly filled and returned. SPSS 20 version was used to analyze empirical data collected through the close-ended questionnaire. The independent variables are recruitment and selection, training and development, compensation, employees’ relationship, and performance appraisal whereas the dependent variable is employees’ performance. The mean, frequency and percentile of the dependent and independent variables were computed and interpreted. The finding results indicated that the mean value for recruitment and selection (mean=3.36, std.devation=1.404), training and development (mean=3.63, std.devation=1.243), compensation (mean=3.29, std.devation=1.369), employees relationship (mean=3.09, std.devation=1.341) and performance appraisal (mean=3.94, std.devation=0.970) are above average and closer to average mean respectively. The correlation result indicated that there was a positive relationship between all of the independent variables and the dependent variable, except the compensation variable. This implies that any increase or decrease in the independent variable will bring corresponding change on employees’ performance. In addition, it is found that the independent variables have a 70.8% influence on the dependent variable while the remaining 29.2% is influenced by factors which are not covered in this study. In addition researchers ought to utilize the findings of this study to further empirical studies in the field of human resource.