THE EFFECT OF RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL EFFECTIVENESS IN MANUFACTURING COMPANIES: THE CASE OF ETAB SOAP FACTORY HAWASS

Abstract

This study investigates the effect of resource management practices on organizational effectiveness at ETAB Soap Factory. A survey was conducted among 210 employees across key departments—Human Resources, Finance, Materials, and Information Systems Management—with a high response rate of 92.38%, ensuring data reliability and generalizability. These studies utilize mixed-methods approach. A cross-sectional survey of 194 respondents was conducted through structured questionnaires using census sampling. Descriptive and explanatory research designs were employed with the help of Multiple Liner Regression with SPSS 23, ensuring comprehensive and reliable findings. Demographic analysis revealed a predominantly male, mature, and moderately educated workforce, highlighting implications for diversity and workforce development strategies. Descriptive statistics indicated generally agreed perceptions of management practices, with particular strengths in human resource and information systems management. Inferential analyses, including Pearson correlation and multiple linear regressions, confirmed significant positive relationships between all resource management practices and organizational effectiveness, with financial management emerging as the most influential predictor. The model explained 69% of the variance in organizational effectiveness, affirming the critical role of integrated resource management frameworks in enhancing firm performance within a resource constrained manufacturing context. The findings underscore the necessity for holistic capacity-building initiatives and strategic interventions to sustain competitive advantage and organizational resilience