RIFT VALLEY UNIVERSITY

SEBETA CAMPUS

DEPARTEMENT OF BUSINESS MANAGEMNET

ASSESSMENT OF THE HUMAN RESOURCE MANAGEMENT PRACTICES IN WALTA

MEDIA AND COMMUNICATION CORPORATE SC

A THESIS SUMITTED TO THE DEPARTMENT OF BUSINESS MANAGEMENT OF RIFT

VALLEY UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE
MASTER OF BUSINESS ADMINISTRATION (MBA)

BY: BILISUMA TAFASA KERORSA

ADVISOR: Mr. UKI GELASHE

APRIL, 2023

SEBETA, ETHIOPIA

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 TABLE OF CONTENTS

Contents

ACRONYMS................................................................................................................... III
CHAPTER ONE............................................................................................................................ 1
INTRODUCTION..........................................................................................................................1
1.1 BACKGROUND OF THE STUDY..............................................................................................1
1.2 STATEMENT OF THE PROBLEM............................................................................................ 2
1.3 RESEARCH QUESTIONS.........................................................................................................4
1.4. OBJECTIVES OF THE STUDY................................................................................................. 4
1.4.1. General Objectives........................................................................................................... 4
1.4.2 Specific Objectives.............................................................................................................4
1.5 SIGNIFICANCE OF THE STUDY...............................................................................................5
1.6 SCOPE OF THE STUDY...........................................................................................................5
1.7 LIMITATION OF THE STUDY..................................................................................................6
1.8 OPERATIONAL DEFINITIONS OF KEY TERMS.........................................................................6
1.9 ORGANIZATION OF THE STUDY............................................................................................7
CHAPTER TWO........................................................................................................................... 9
LITERATURE REVIEW.................................................................................................................. 9
2.1 INTRODUCTION.................................................................................................................... 9
THEORETICAL REVIEW................................................................................................................9
2.2 THE CONCEPT OF HUMAN RESOURCE MANAGEMENT........................................................9
EMPIRICAL REVIEW.................................................................................................................. 13
2.3 HUMAN RESOURCE MANAGEMENT PRACTICES................................................................13
RESEARCH GAP........................................................................................................................ 15
CHAPTER THREE....................................................................................................................... 16
RESEARCH DESIGN AND METHODOLOGY................................................................................16

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3.1 INTRODUCTION.................................................................................................................. 16
3.2 DESCRIPTION OF STUDY AREA............................................................................................16
3.3 METHOD OF THE STUDY.....................................................................................................16
3.4 SOURCE AND TYPE OF DATA.............................................................................................. 16
3.5 SAMPLE AND SAMPLING TECHNIQUES..............................................................................17
3.5.1 Sample.............................................................................................................................17
3.5.2 Sampling Techniques.......................................................................................................17
3.6 DATA COLLECTION INSTRUMENTS AND PROCEDURES......................................................18
3.7 METHOD OF DATA ANALYSIS AND PRESENTATION............................................................18
3.8 RESEARCH DESIGN AND RESEARCH APPROACH.................................................................19
3.9 STUDY POPULATION...........................................................................................................19
3.1 SAMPLING AND SAMPLING TECHNIQUES..........................................................................19
3.11 ETHICAL CONSIDERATIONS.............................................................................................. 20
WORK PLAN..............................................................................................................................21
REFERENCE............................................................................................................................... 26

ACRONYMS

II
 HRM: human resource management
 HR: human resource
 KSA: knowledge, skill, ability
 HRP: human resource planning

III
 CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Human Resource Management (HRM) practice both in the private and public sectors is an important
strategic tool used by organizations for creating and retaining competitive advantage. Organizations
have started to recognize that a competitive advantage can be gained through human resources. As this
realization occurs, research on organizational commitment to good service delivery has gained
importance too.

The impact of human practices on employee performance has been the concentrated research area in
the recent past and a lot of studies have been conducted to validate this relationship. These studies found
a positive relationship between almost each human resource management practice and employee
performance (Mathison &Vinja, 2010; Ishaq, Iqbal &Zaheer, 2009). Human resource management
(HRM) is a subset of the study of management that focuses on how to attract, hire, train, motivate, and
maintain employees. It is also assumed to affect knowledge, skills, abilities (Schuler & Jackson, 1995),
attitudes and behavior of employees (Guest, 1997), and may, therefore, affect the performance of an
organization (Den Hartog, Boselie & Paauwe, 2004).

Human resources (HR) can be the most important resource to affect the product performance in
organizations (Stone, 2008). Governmental or non-Governmental organization environment is changing
rapidly in this era and it made the business units to adopt the human resource management practices to
compete in their industries and to make success.

Strong employees become a source of competitive advantage in a global environment facing change
in complex ways at a rapid pace. Organizations making use of HRM practices that are more
organization-focused are activating the dynamics described above in the mutual-investment idea, as the
employer is providing for more opportunities to create a long-term employment relationship. This would
suggest that the organization-focused practices would be giving employees somewhat more than the job-
focused policies.

According to Peng (2007), HRM clearly indicated that people are key resources of the firm to be
actively managed and research has shown that the people in organizations are an important variable
when it comes to trying to stay ahead of the competition; and Human Resource Management (HRM) can
play a decisive role in organizational performance (Arthur, 1994; Becker &Gerhart, 1996; Boselie&
Dietz, 2003; Boselie, Dietz, & Boon, 2005).

Without having adequate human resources, the organization will be unable to achieve established
goals and objectives. The study of how to manage employees is extremely important for organizations in
sustaining their competitive advantage in today’s business environment. Organizations will be unable to
achieve established goals and objectives without engaging the required people and choosing the most
appropriate candidates for employment, which is known as recruitment and selection (Armstrong 2010).

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 This thesis is conducted through qualitative and quantitative research. Employees of Walta media and
communication corporate, from low to top levels, filled the questionnaire to help discover the HRM
practices. The questionnaires were distributed to collect data about the administration practices of
human resources in the organization. Interviews and observation were also conducted to get reliable
data. The main aim of this study is to search for the problems and challenges in the management of
human resources, followed by recommendations on improvements.

1.2 STATEMENT OF THE PROBLEM

No doubt that HR is the back bone of organizations in the world if they placed strategically
(Yamamoto 2011). They can provide innovative solution and ensure that organizations achieve a
competitive advantage. As Armstrong (2009), mentioned that the most successful organizations are
the one that attract, develop and retain individuals who have the ability to manage a global
organization that is responsive to customers and the opportunities being presented by technology.
Gurbuz & Meert (2011) elaborate that the maintenance administration and development of HR
cannot be undervalued. Because motivated employees make an organization to be more
competitive & consequently marketable. Today, however, retentions of a valuable employee4
become a global challenge. As a result, many organizations both public and private including Medias
in Ethiopia are finding it difficult to retain valued employees. Even though, this is the responsibility
of HR Departments to find, assimilate, develop, compensate and retain talented employees still it
becomes a big challenge for Medias in Ethiopia.

This has necessitated this research to analyze the issue of retention in media industry in
Ethiopia and to ascertain whether HRM practices by the media influence employee retention.
Locally many researches are conducted on human resource management practices on employee
retention in media’s industry in Ethiopia. But none of these studies focused on the effects of
HRM practices (work packages of HRM practices) on retentions of employee in walta media and
communication corporate. There needs to be empirical evidence on effects of HRM
Practices like compensation and incentives, training and development, communication and
information sharing, recruitment and selection and job security. These, therefore created a research gap
in this area, which this study sought to fill guided by the following research question; what is the effect
of human resource practices on employee retention in media industry in Ethiopia specifically in walta
media and communication corporate?

Human resources management is a part of the process of management that is concerned with the
maintenance of human relationships and ensures the physical well-being of employees so that they give
the maximum efficient contribution to the company (Appleby, C. Robert, (1991). Human resource
management competency contains an organization's ability to recruit, train and develop, maintain and
utilize prospect-oriented employees with their capacities in a way that they comply with their
organization's goals (Zaugg& Thom, 2003).

This study arises from the need to manage the human resource of Walta Media and Communication
Corporate more effectively. The rapid increases of competition, acute shortage of skilled manpower,

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insufficient competence of employees, labor turnover, and cost of employee replacement have forced the
Walta do not properly maintain its competent employees. The effect of this challenge and relationship of
HRM practices (Compensation, Performance Evaluation, and Promotion) the focus of this study at
Walta Media and Communication Corporate.

Walta should continually assess its internal processes and capabilities if it is to remain competitive in
the communication media environment. It can be said that human resource management can positively
affect organizational performance and success. Besides, the strategy of human resource management
practices should also be examined. An effective human resource management process is one that will
help in determining which of the key elements of this process need strengthening and elements those do
not. A harmful practice is when recruitment and selection of employees take place not based on
manpower planning but rather on the basis of solving an immediate problem. In light of these challenges
provided above, the study is intended to recommend an effective human resources management.

1.3 RESEARCH QUESTIONS

This study will be focused on the following basic questions:

1. What is the level of effectiveness of Human Resource Management practice in Walta Media
and Communication Corporate?
2. How Walta Media and Communication Corporate does have been Practicing Human Resource
Management?
3. Are you satisfied with the human resource management practice in Walta?
4. What is the effect of Human Resource Management on other functions (finance, marketing,
operation and program /Administration, Research and Development, etc) of the corporation?

1.4. OBJECTIVES OF THE STUDY

1.4.1. General Objectives
The general objective of the study is to assess the overall objective of the study will be to assess the
existing human resource management practices in Walta media.
1.4.2 Specific Objectives
The specific objectives of the study include:
1. To investigates the level of effectiveness of Human Resource Management practice in Walta
Media and Communication Corporate SC.
2. To evaluate Walta Media and Communication Corporate has been Practicing Human
Resource Management
3. Evaluate the satisfaction with HRM practice in Walta.
4. To appraise the effect of Human Resource Management on other functions (finance,
marketing, operation and program /Administration, Research and Development, etc) of the
corporate

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 1.5 SIGNIFICANCE OF THE STUDY
The study will be believed to be important since there have not been adequate studies on the topic in
Ethiopia and well- designed human resource management practices are required for Ethiopian
organizations to be globally competitive and achieve their objectives. It will also be useful to top
management and human resource management officers and practitioners to design the HRM functions at
the organizational level in order to maximize productivity toward achieving its objectives.

The results obtained from the study will be added to the overall body of knowledge pertaining to
leadership, human resource management practices, theories, and application thereof. The study areas
could be used as a guideline to address problems and improve the understanding of the practices of
HRM for other organizations that have similar problems. The outcomes will also encourage the
application of well- designed human resource management practices to achieve organizational
objectives in Ethiopia.

1.6 SCOPE OF THE STUDY

The scope of the study will be delimited to the assessment of human resource management practices
at Walta. Content-wise, the study will be focused on how important issues related to human resource
management practices such as human resource planning, recruitment and selection, training and
development, performance appraisal, and compensation at the organization. The study will concentrate
on the employees and management of Walta. The study is also restricted to the head quarter of the
organization under study.

1.7 LIMITATION OF THE STUDY

This research is confronted with the inadequacy of relevant studies on the subject, particularly in
the human resource management practices of Walta media. Because the study is conducted at a
single organization, the research cannot provide general truth, The lack of organized related
documents would be the other limitation for this study.

1.8 OPERATIONAL DEFINITIONS OF KEY TERMS

Employee Retention- refers to the ability of an organization to retain its employees. It also refers to
all those practices which let the employees stick to an organization for a long time. Furthermore it is an
effort by a business to maintain a working environment which supports current staffs in remaining with
the company.

HR practices- are the means through which your human resources personnel can develop the leadership
of your staff. This occurs through the practice of developing extensive training courses & motivational

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programs such as devising systems to direct & assist management in performing ongoing performance
appraisal.8

Job security-assurance (or lack of it) that an employee has about the continuity of gainful
employment for his or her work life. It usually arises from the terms of employment. If usually arises
from the terms of employment, collective bargaining agreement or labor legislation, layoffs and
lockouts.

Compensation and incentives- compensation describes the cash rewards paid to employees in
exchange for the service they provide. It may include base salary, wages, incentives and or
commissions. An incentive in the other way is something that motivates an individual to perform an
action.

Communication and information sharing- Communication is the two way of process of

reaching mutual understanding in which participants not only exchange information, news, ideas &
fillings and information sharing in the other hand is exchange of data between various organizations,
people and technologies.

Training & development- Is the process of providing required skills to the employee for doing the job
effectively, skillfully and qualitatively. It is also the act of increasing the knowledge and skill of an
employee for doing a particular job.

Recruitment and selection- Employee recruitment is any process for which an organization seeks
applicants and attracts potential employees. And selection refers to the process by which an organization
identifies those applicants with the knowledge, skills, abilities and other.

1.9 ORGANIZATION OF THE STUDY

The research report consists of five chapters. The first chapter deals with the background of the
study, statement of the problem, basic research questions, objectives of the study, significance of
the study, delimitation of the study, limitations, and operational definition of key terms and
organization of the study. While the second chapter deals with the literature review. The content
of the fourth chapter is the analysis of the study and its interpretations. The last chapter, chapter
five, contains conclusions, recommendations and; Limits and directions for further study.

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 CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION
This section deals with the present of the view of different writers that have related to the present
problems. Here, an example review of related literature will be conducted to determine the present
principals ‘Human resource management in the schools on to both theoretical as well as practical
evidence from accessible variety literature.
THEORETICAL REVIEW
2.2 THE CONCEPT OF HUMAN RESOURCE MANAGEMENT
Human Resource (HR) is the most important asset for any organization and a source of achieving
competitive advantage. According to John M. Ivancevich, “the HRM practices consists of activities
including equal employment opportunity compliance, job analysis, HRP, recruitment and selection,
Motivation, orientation, performance evaluation and compensation, training and development, labor

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relations, safety, health and wellness.”Human resource is considered as the most important resource of
organizations and it became decisive for success of any organization (Werther and Davis, 1996).

HRM practices improve organizational performance by increasing employee outcome (Tahir, 2006).
The effect of HRM policies or practices depends strongly on the worker’s response and interest, so the
effects of HRM practices will follow the directions of employee perception of these practices (Guest,
2002). The term HRM is relatively adopted across business organizations in place of personnel
management. HRM can be defined as the management of activities undertaken to attract, develop,
motivate, and maintain a high performing work force within the organization” (Don Harvey Dan
Robert Bowin, 1996).

Studied the relationship among HRM practices and organizational performance and calculated the
results through regression that show effective and proper implementation of core HRM practices
increase organizational performance. Use of HRM practices strongly impacts the organization’s
performance (Datta et al, 2003). Human Resource Management (HRM) function performed in
organizations that facilitate the most effective use of people (employees) to achieve individual and
organizational goals and objectives.

Terms used interchangeably with HRM include personnel management, HRM and employee
development. These HRM practices may not fruitful for improving the performance of the small and
local market organizations (Batt, 2002). The factors like economic conditions, political and
environmental instability and uncertainty affect the HRM practices like recruitment and selection,
performance appraisals, training, compensation plans and reward systems (Ghebregiorgis&Karsten,
2006).HRM refers to the policies and practices including HRP, job analysis, recruitment Selection,
orientation, compensation, performance appraisal, training development, and Labor relation (Dessler,
2007).Dessler (1991) had made no differentiation between personnel management and HRM and saw
the latter as a modern expanded version of the traditional personnel due to technological changes in the
work environment and shift in societal values. The purpose of HRM is to improve the productive
contributions of the employer and provide competitive advantage to the organizations (Werther and
Davis, 1996). Human resource Management refers to the policies and Practices including HRP, Job
analysis, recruitment and selection ,orientation ,compensation and rewards, performance appraisal,
training and development and labor Relations (Dessler,2007).

Human Resource Management policies apply to all employees to help maintain ethical policies and
socially responsible behavior. The practices should be central to the organization strategy (Barney,
1991). A number of studies have focused on human resource management practices as facilitating
service climate through showing a concern for employees and for customers. Organizations can express
their concerns for their employees by successfully putting into practice sound human resource practices
and policies, such as reward systems and human resource development programs that motivate
employees to provide quality service to customers.

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  Recruitment: According to Bolman and Deal (2003), strong companies are clear about the
kind of people they want. As the company grows rapidly and is in the process of hiring more people, the
successful implementation of a recruitment package is paramount. If the company is to succeed, the
right people have to be hired for the right positions.

The defining of requirements starts from the organization’s strategy and the HRP; which define the
kinds of employees needed and what kind of activities they are to execute. This comes down to analysis
and definition of competencies and characters required for the specific job role (Bratton and Gold 2003,
2008).Armstrong suggests that the behavioral and technical competencies, qualifications and
experiences are part of the job duties.

Recruitment is responsible for getting the right personnel, with proper skills, in the right place and at
the right time. Such is imperative if an organization is to live up to the challenges. The recruitment
procedure is such that the Headquarters is responsible for hiring staff even for the satellite offices
countrywide. Recruitment is particularly concerned with job description, hiring specifications and
position description (James, F. Stoner, Freeman, R. Edward and Gilbert, Sources of recruitment are
diverse and are depended on the availability of the right kind of people in the labor pool and the nature
of the job.

 Human Resource Planning: Human resource planning is fundamental as an organization

seeks to maintain and improve its ability to achieve corporate objectives by developing strategies which
are designed to increase the present and future manpower.

This is the starting point whereby the various departments within Walta Media and Communication
Corporate would be expected to identify the present and future personnel requirements.

Walker (Walker. W. James, 2000) states that planning for human resources is more important than
ever as competitive advantage is sought through superior service, quality, lower costs and organizational
effectiveness. Into account the obtaining situation.

Advantages of human resource planning may be that the right number of staff is recruited at each
level in the hierarchy and the staffing requirements can be better balanced and movement of staff made
easier to live up to the expectations of the public.

 Selection: Stoner (Stoner, James et al, 2002) Selection process ideally involves mutual
decision. He states that an organization decides whether to make a job offer and how attractive the offer
should be, and the job the candidate decides whether the organization and the job offer fit his or her
needs and goals. Selection ideally involves deciding whether the organization makes an offer and how
attractive the offer is. It is this process that gives the Walta Media Communication Corporate to hire
individuals with the requisite competencies who will live up to the challenge.

Whatever selection technique is utilized, the adoption of a well-thought out deliberate strategy is
required. Erasmus et al (2005) further argues that there are various selection strategies to choose from.

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The first to be discussed is called the “knowledge, skills and abilities” (KSA) strategy. It is commonly
used in the public sector and it involves reviews of an applicant’s educational background and work
experience. This information is obtained from the application form and from the applicant’s curriculum
vitae.

 Training and Development: Training and development at Walta Media and Communication
Corporate is critical as it is used to maintain and improve job performance. There is somehow a greater
need for all the departments of the Corporate to ensure there is adequate training for its employees in
technical skills. This thrust towards training and development will help employees to set their own
training and personal goals every year; thereby boosting employee productivity and morale.

The implication of this system is that the skills/ competencies of employees is constantly updated to
meet new challenges facing the company. With this in mind, training and development programs must
be aligned with the future goals of the company. This will help to achieve the right focus for the training
and development efforts. For managers to manage change effectively and beneficially, they need to
consciously incorporate training and development into the very fabric of their everyday managerial
practice (Hamlin et al: 2000).

 Performance Evaluation: The final step of human resource management process is

performance evaluation. Evaluation should encompass the overall performance of the employee and of
the acquiring entity. The evaluation of employee operation and contract outcomes can be very useful in
understanding and improving overall contract management, improving contractor performance and can
assist in future stakeholder decision-making. And this evaluation should be undertaken at the end of all
contractually (ANAO, 2007) agreed performances are accomplished.

Performance appraisal will help identify the development needs of individuals and map out routes to
career advancement and progression. This information could also be used in the redeployment of
employees, enabling the company to have a constant supply of talent. This is vital, as the organization
must know where it has leverage which workforces and areas business have the greatest strategic impact
and are critical in maintaining the distinctive capabilities of the company (P.A. Growler & H.
Diedericks, 2009).

For evaluating contract performance, there are many different ways of evaluating targets or providing
a basis for comparison to assess whether performance is satisfactory or not. In some cases, targets can be
expressed as a number or a percentage. In other cases targets can measure the quality rather than the
quantity of services provided (ANAO, 2007) in order to appraise the performed activity systematically
and objectively.

 Promotion: Kotter (1995), points out that ‘…managers actively look for ways to obtain clear
performance improvements, achieve the objectives, and reward the people involved with recognition,
promotions and even money’.

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 The possibility for advancement often serves as a major incentive for superior managerial
performance, and promotions are the most significant ways to recognize superior performance.
Therefore, it is extremely important that promotions are fair, based on merit and untainted by favoritism.
Employees may also be encouraged to share knowledge through reward or promotion opportunities
(Rory Donnelly, 2011).

EMPIRICAL REVIEW
2.3 HUMAN RESOURCE MANAGEMENT PRACTICES
HRM practices may not be fruitful to improve the performance of small and local market
organizations (Batt, 2002). Factors including economic conditions, political and environmental
instability and uncertainty affect HRM practices such as recruitment and selection, performance
appraisals, training, compensation plans and reward systems (Ghebregiorgis&Karsten, 2006). Effective
human resource management can identify each employee’s knowledge, skills, and attitudes; and could
be used to motivate employees to use their, skills, attitudes and knowledge in appropriate positions to
achieve effectiveness and efficiency (Lajara, Lillo & Sempere,2003).
 Managerial Knowledge and Expertise

Outsourcing the ability to maintain and enhance the knowledge associated with an activity has a more
profound effect on an organization’s long term ability to compete than merely outsourcing the activity
itself. This perspective is the essence of the knowledge-based view. That is, every decision is evaluated
relative to its effect on the firm’s knowledge and learning (Singh and Zack, 2006). Particularly a
strategic outsourcing contracting for core activities is expected to enhance the managerial knowledge
which is fundamental to the organizations success in the future.

Expert knowledge transfer involves conveying and diffusing knowledge throughout an organization
to leverage the ways it can be used to solve problems and strengthen performance. Effective knowledge
transfer manifests itself through increasing the value of a firm’s knowledge assets, which should
eventually be reflected in better organizational performance. Furthermore, the transfer and integration of
knowledge across different contexts can generate new insights, as application in other contexts increases
the scope and value of knowledge (Kess, et al, 2007) which can be transferable in similar areas that
require the expertise.

 Human resource management transformational leadership

Transformational leadership style focuses on the development of followers and their needs. Managers
exercising transformational leadership style focus on the development of value system of employees,
their motivational level and moralities with the development of their skills (Ismail et al., 2009).
Transformational leadership acts as a bridge between leaders and followers to develop clear
understanding of follower’s interests, values and motivational level. It basically helps follower’s achieve
their goals working in the organizational setting; it encourages followers to be expressive and adaptive
to new and improved practices and changes in the environment (Bass, 20010).

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 The subordinates of transformational leaders feel trust, admiration, loyalty, and respect toward
leaders and are motivated to perform extra-role behaviours. Transformational leaders achieve the
greatest performance from subordinates since they are able to inspire their subordinates to raise their
capabilities for success and develop. They also encourage subordinates to innovative and improve
problem solving skills (Bass, 1985). This leadership style has also been found to lead to higher levels of
organizational commitment and is associated with business unit performance (Barling et al., 2003).

Objectives of Human resource management

The functions of HRM increase organizational effectiveness as follows:
 HRM is responsible for communicating organization’s policies to all employees and aims to
Increase employee job satisfaction.
 HRM implications serve the organization to reach its goal and objectives. In order to reach
these objectives, HRM aims to employ skills and abilities of the workforce to effectively and efficiently
provide the organization with well trained and well-motivated employees.
 HR activities also help to maintain ethical policies and behaviours within the organization.

RESEARCH GAP

First of all the research on HRM practices and its effect on retaining employees is a very
significant area due to the importance of human resources. However, most of the studies are not
carried out in Ethiopia which necessitated this study. It is therefore important that more
researchers especially those in Ethiopia continue to explore the area empirically.

Secondly, due to time and financial constraints, this study will be cross sectional and also
restricted to the WALTA media. It is therefore suggested that in future, other researchers will undertake
a longitudinal study to assess the practices that affect retention. Such a study will have the potential to
reveal if the HR practices leading to retention which is measured at one time will be the same or vary
from the outcomes at a later point in time.

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 CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 INTRODUCTION
The objective of this chapter is to give an insight to the approach and the research methods that will
be used to conduct the research. A detailed description of the approach, tools for gathering data, key
roles of participants as well as data analysis are included in this chapter. Ethical considerations also form
the latter part of this chapter.

3.2 DESCRIPTION OF STUDY AREA

The targeted population in this study will be employees in various categories ‘working in Walta
media. Even though there vision, mission and objectives are slightly differing, their activities are almost
the same: Because of this, the researcher will select only one media. But this study will be focused on
head office of Walta media and communication which is located at Addis Ababa.

3.3 METHOD OF THE STUDY

The study aimed at finding the improvements made in human resource management service delivery
following the management contract and the impacts associated with its recent management structuring.
The questions are already identified on the statement of the problem regarding HRM structuring and
service delivery at Walta. The type of research used in this study is a mixed quantitative and qualitative
approach.

3.4 SOURCE AND TYPE OF DATA

This study will be employed both primary and secondary data sources in order to have more reliable
findings and to provide a broader finding base and depth. It uses Secondary data sources to analyze the
situation to put the study in the context of Walta. Sources include books, journals, Walta HR manual,
annual reports, and other related publications.

The primary sources of the data are WALTA employees; i.e managers, technical management staff
and marketing staff. The secondary sources are internet publications, books, periodicals, magazines,
research papers and soft copies documents produced by Walta Media and Communication Corporate.
3.5 SAMPLE AND SAMPLING TECHNIQUES
3.5.1 Sample
The majority of the interviewees are found at the Head Office and the sample size is
comprised of managerial position staff in different capacities.

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 3.5.2 Sampling Techniques
Sampling will be undertaken by using simple random and purposive technique. This sampling
technique is going to be employed in this research since mixed research method is chosen to
carry out the study. Concerning this issue, Lodico et al (2006:140) point out that “Qualitative
researchers select their participants based on their characteristics and knowledge as they relate to
the research questions being investigated. The sampling procedure most often used in qualitative
research is purposeful sampling. The logic and power of purposeful sampling lies in selecting
information-rich cases for study in-depth.” On the other hand regarding random sampling,
Denscombe (2007) declares that:
Random approach to sampling involves the selection of people or events literally ‘at random’. Behind
the use of random sampling lies the assumption that,
• If there are a sufficiently large number of examples selected and
• If their selection has genuinely been ‘at random’,
Then the resulting sample is likely to provide a representative cross-section of the whole. To illustrate
the idea, with a random sampling approach the researcher might decide to select a sample from the
electoral register. The researcher might use a random set of digits (produced specifically for the purpose)
to choose the page and line of the register to select a person for inclusion in the sample. The list of
random digits ensures the choice is genuinely ‘random’.
Accordingly, purposive sampling allows the researcher to look into the knowledgeable
information sources. As well, this technique permits him to obtain thick information that
contributes for the successful completion of the intended investigation. In addition, simple
random sampling paves the road to the researcher to give equal chance while selecting the
sample from the population which will be under study. (Bernard, 2006; Kothari, 2004). This is
the reason that compels the researcher to plan these sampling techniques.

3.6 DATA COLLECTION INSTRUMENTS AND PROCEDURES

This study will use both primary and secondary data. The primary data will be obtained from
employees who are found at management positions through questioners they will be asked to fill.
Interviews will be also conducted as a primary qualitative data collection to investigate changes and
their impacts in service delivery.

The secondary data will be used to build the theoretical framework of the study and to organize the
background of the organization history. In this case, the researcher will use different academic books,
documents of the organization, previous researcher’s works, internet sources, magazines and periodicals.
That means both internal and external sources will be used, to get the required information in building
the concepts that is going to be part of this thesis.

The researcher went through a series of data gathering procedures. These procedures helped the
researcher to get accurate and relevant data from the sample units. Thus, after having letters of
authorization from Rift Valley University office for ethical clearance, the researcher directly approached

13
Walta to pre-test the data gathering instruments. After agreements were reached with the concerned
participants, the researcher introduced the objectives and purposes and administered the study. Finally,
the questionnaires were collected and made ready for data analysis. The data collected through various
instruments from multiple sources were then analysed and interpreted.

3.7 METHOD OF DATA ANALYSIS AND PRESENTATION

After collection of the raw data, analysis will follow and purpose descriptive techniques will be used
quantitative data interpretation from the collected questionnaires. Quantitative data will be expressed in
summations, percentages, ratios, standard deviations and other statistical expressions as needed. The
data from the study will be presented in the form of tables, graphs and charts as needed, so as to make
all the data readable and understandable by all concerned parties and its future users as reference.

The data gathered through questionnaires will be analysed by using both quantitative and qualitative
data analysis. It also tallied, tabulated and filled in to SPSS and received interpretation in the form of
percentages, mean and independent sample t-tests. The percentages will be used to analyse the
background information of the respondents whereas the mean is derived from the data as it serves as the
basis for interpretation of the data as well as to summarize the data in simple and understandable way
(Aron et al., 2008).

3.8 RESEARCH DESIGN AND RESEARCH APPROACH

Correlational research design:- A correlation design is part of the non-experimental research design
and simply aims to determine the relationship between two variables, as well as how strongly these
variables relate to one another. It contributes to a deeper understanding of the variables being studied
and their relationship. There are many different methods use in correlation research. Hypothesis will
statistically analyze quantitative data. Correlations can be strong or weak. The most common data
collection methods for this type of research include surveys, observations, and secondary data.
In order to achieve the objectives of this research, the study used both qualitative and quantitative
research approachto collect data which are also used to describe the situation in terms of frequencies and
central tendencies (Struwig& Stead, 2001).

The quantitative and qualitative approaches are used to get relevant information applicable to the
basic questions and to provide comprehensive analysis of the research questions .There are generally
three types of research methodologies identified by Creswell (2003).

3.9 STUDY POPULATION

A research population is generally a large collection of individuals or objects that is the main focus of
a scientific query. It is for the benefit of the population that researches are done. All individuals or
objects within a certain population usually have a common, binding characteristic.

3.1 SAMPLING AND SAMPLING TECHNIQUES

The study will be used a total of 50 employees out of 200 employees at Walta Media and

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Communication Corporate for the study. That means 25% of the total employee of Walta. The research
took a sample size to collect data through questionnaires and the number of respondents.

Proportionate sample

No Data Sources sample size

1 Age 20-60

2 Gender Female - men

3 marital status Single or married

4 Total sample population 50

Total 50

3.11 ETHICAL
CONSIDERATIONS
Ethical considerations are important, throughout data collection and presentation of data. It is,
therefore essential for the researcher to secure the participants informed consent while collecting data
through questionnaire, interview and focus group discussion. It is very critical to protect the participants
from any harm and also for them to feel protected at all times to get accurate information. In the first
place, the department approved the thesis proposal. It is expected from the researcher to inform the
respondents about voluntary participation, to answer fully or partly as well as to withdraw from the
process any time. It is required to maintain and ensure the confidentiality and anonymity of the
participants throughout the processes.

WORK PLAN

Budget plan

15
 No Items Quantity(unit) Amount in birr

1 Equipment 1 1000

2 Stationery 5 500

3 Materials 10 1000

4 Secretarial 3 450

5 Travel 2 400

6 photocopying 100 400

7 printing and binding 100 500

Total amount 221 4250

Time plan

No Description Period of time in months

February March April May June

16
 1 Research thesis P
will be submitted
to the respective
advisor
2 Here is the period P
that the thesis will
be viewed by
advisor and
returned to the
researcher.
3 Period of the P
thesis correction,
that commented
by respective
advisor
4 Thesis submission
after it corrected 
by the researcher.
5 In this month it 
will be that, the
thesis again
reviewed by
respective advisor
and returned to
the researcher for
the last
submission.

REFERENCE

Armstrong 2010). Armstrong’s handbook of human resource management practice

17
(Appleby, C. Robert, (1991) -Modern business administration 5th edition

Peng (2007), Wiley online library

Tahir, 2006 -GBIF Secretariat (2019). GBIF Backbone

Don Harvey Dan Robert Bowin, 1996, Human Resource Management: An Experiential Approach, 2nd
Edition

Datta et al, 2003). HRM and Firm Productivity: Does Industry Matter?

Batt, 2002).Managing Customer Services Human Resource Practices, Quit Rates, and Sales Growth.
Academy of Management Journal

Walker (Walker. W. James, 1990- Human resource strategy New York

Stoner (Stoner, James et al, 1995)-Management by James Arthur Finch Stoner (1995-01-03)

Erasmus et al (2005-South African human resource management: Theory & practice

Hamlin et al: 2000).The case for social evaluation in preverbal infants: gazing toward one’s goal drives
infants’ preferences for Helpers over Hinderers in the hill paradigm

ANAO, 2007-Financial statement audit opinions. and Financial statement related reports.

Kotter (1995-Leading Change: Why Transformation Efforts Fail

Lajara, Lillo & Sempere,2003-Human resources management in the formulation and implementation of
strategic alliances

Ismail et al., 2009)- The impact of entrepreneurial ideas and cognitive style on students entrepreneurial
intention

Barling et al., 2003- Effects of Transformational Leadership Training on Attitudinal and Financial
Outcomes: A Field Experiment

Walker (Walker. W. James, 1990- Human resource strategy New York

18
Stoner (Stoner, James et al, 2002)-Management by James Arthur Finch Stoner.

Erasmus et al (2005-South African human resource management: Theory & practice

Hamlin et al: 2000).The case for social evaluation in preverbal infants: gazing toward one’s goal drives
infants’ preferences for Helpers over Hinderers in the hill paradigm

ANAO, 2007-Financial statement audit opinions. and Financial statement related reports.

Kotter (1995-Leading Change: Why Transformation Efforts Fail

Lajara, Lillo & Sempere,2003-Human resources management in the formulation and implementation of
strategic alliances

Ismail et al., 2009)- The impact of entrepreneurial ideas and cognitive style on students entrepreneurial
intention

Questionnaire

My name is Bilisuma Tafasa, I'm studying MBA at Rift Valley University Sebeta compus. I
would also like to thank you for taking the time to complete the Assessment of human resource
management practices in walta media and communication corporate S.C questionnaire below. So

19
I politely await your cooperation. Therefore, Assessment of human resource management
practices in walta media and communication corporate S.C.

Direction:

I. Please put ‘P‘mark in the box in front of your answer; and if you get more
alternatives, you can tick more than one box.
II. Please fill the answers for each question only in the space provided.
III. If there is some important idea which you think is worth mentioning and is not
covered by this questionnaire, please mention it in the space provided for additional
comments and reflections.
IV. No need to mention or write your name or put any information regarding yourself in
any part of this questionnaire.
V. Key: 5=Strongly Agree, 4=Agree, 3= Undecided, 2= Disagree, 1= Strongly Disagree

Part one

General information about the respondents

1. Sex:
A. Male B. Female
2. To which age group do you belong (Years):
A. < 20 C. 40-49
B. 20-29 D. 50-59
B. 30-39 E. 60 >
3. Educational Qualification:
A. Grade 12th or 10th D. Masters
B. College Diploma E. PHD
C. BA/ BSC Degree F. Other / Specify / _______________________
4 When you were recruited for the first time to join Walta, how did you find the job
opening?
A, radio/ Television B, Newspaper C, Internet
D, on campus recruitment E, Word of mouth
5. In which department are you currently working at Walta Media and Communication
Corporate?
A. chief executive office B. operation
C technology operation sub division D. HRM& business division
E. technology directorate F. Media research division
G training and media technology directorate
_6. Year of Service at Walta Media and Communication Corporate
A 0-5 Years C. 11 – 15 years

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B. 6-10 D > 15 years

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 Part Two
I. INFORMATION CONCERNING THE HUMAN RESOURCE MANAGEMENT
PRACTICE
1. Walta Media and Communication Corporate practice Human Resource Management
effectively,
Strongly Agree Strongly Disagree Agree Undecided Disagree
2. Management identifying employee problems and helping solve them

Strongly Agree Strongly Disagree Agree Undecided Disagree

3. There is a free flow of information to both employees and management on the achievements
of the company

YES NO
4. Rewards and incentives are fairly distributed in our Organization.

Strongly Agree Strongly Disagree Agree Undecided Disagree

5. I will remain with this organization even if I am offered a better opportunity
elsewhere.
YES NO
6. There is a well designed induction program for new hired employees
YES NO
a) What could be due to improve the Human Resources Management Practices in Walta?

INTERVIEW QUESTIONS

1. How can you express the HR department in your organization structure? Is it represented at
the top management level?

2. What kind of training you offer to your employees? Off-job or on job training? How can
you assess their skill gap? Is the training you offer to your employees refers to the
changing need of the business?

3. What tools you use to recruit and select employees to fill the position? What activities
you perform after a new employee hired?

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