College of Business and Economics
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The College of Business and Economics promotes excellence in teaching, research, and community engagement
in the fields of business, economics, management, and development studies.
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Item THE EFFECT OF COMPENSATION MANAGEMENT PRACTICE ON EMPLOYEE PERFORMANCE: IN ACASE OF ETHIOPIAN ELECTRIC POWER CORPORATION, HAWASSA DISTRICT, SIDAMA REGIONAL STATE, ETHIOPIA.(HAWASSA UNIVERSITY, 2024-03) GIZACHEW NO’ORAThis study aimed to determine the effect of compensation management practice on employee performance in Ethiopian Electric Power Corporation, Hawassa. The study was conducted the lack of satisfaction on employee performance. The study was serving as a benchmark for coming researchers. The scope of this study was took place as per schedules set by the school of management from September 2023 to March 2024. Limitations was in the specific sidama region Hawassa district and some respondents was not willingness to reply the research questioners. The conceptual framework of the study was included by summarizing different literature. The targeted populations was EEPCO Employees in Hawassa city and using simple random sampling method 109 respondents was selected from permanent office workers and 92 questionnaires was collected for further process. The study used primary data which was collected using structured questionnaires & unstructured interview, and secondary data that was collected from the annual reports, manuals, journals and policy documents of the organization. The collected data was sorted for validity, reliability and coded. A technique such as tabulation and percentages was employed and data was quantitatively analyzed using mean and standard deviation followed by a correlation and regression analysis. The study results revealed that though the organization uses a compensation Management practices to motivate its employees was not blended in line with the magnitude of their effect on employee performance. Finally, standing on study finding, recommendation was provided to the organization adjust its compensation policies in order to align the compensation Management practices with their respective correlation that could optimize employee performancItem ULFILLMENT OF THE REQUIRMENTS FOR THE MASTER OF BUSINESS ADMINSTRATION (MBA) SPECIALIZATION IN Human RESOURCE MANAGEMENT(HAWASSA UNIVERSITY, 2024-04) BELAYNESH HANSARO HTISOThis research was conducted to examine the effect of staff retention policies on organizational commitment in the case of awash bank (AWIB) Branches in Hawassa City using drivers of organizational commitment as an indicator. Data was gathered from all branches (in Hawassa City. Descriptive and inferential statistics was used to analyze the empirical data and also cluster sampling was used followed by systematic sampling to select the samples. Primary data were collected using five Point Likert-Scale questionnaires and a structured interview and 150 questionnaires were properly filled and returned. Statistical package for social science studies (SPSS) version 25 was used to analyze empirical data collected through the close ended questionnaire. The independent variables are compensation, job security, Training and development, working conditions, supervisor support culture, and organizational justice whereas the dependent variable is employees’ organizational commitment. The mean and standard deviation of the dependent and independent variables were computed and interpreted. Pearson correlation Coefficient (r) was used to determine the relationship between each independent variable with the dependent variable. The correlation result indicated that there were positive relationship between all of independent variables and the dependent variable. This implies that any increase or decrease on the independent variable will bring corresponding change on employees’ organizational commitment. It’s found that the independent variables has a 73% influence on the dependent variable while the remaining 27% is influenced by factors unaccounted in this research. It was concluded that the organization’s management expectation to increase overall employees’ commitment as a result of the said staff retention policies did not materialize for various reasons such as lengthy and bureaucratic process, various eligibility criterion… etc.