EFFECTS OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL COMPETITIVENESS IN CASE OF FANA BROADCASTING CORPORATION S.C, ADDIS ABABA

Abstract

This study investigates the effects of human resource management (HRM) practices on organizational competitiveness at Fana Broadcasting Corporation S.C., Addis Ababa. The research examines key HRM dimensions—recruitment and selection, performance management, training and development, and reward management—to evaluate their influence on organizational performance and competitive positioning. A mixed-method approach was employed, incorporating structured questionnaires and in-depth interviews. From a total population of 1,010 employees, a sample of 291 was selected using Yamane's formula. Quantitative data were analyzed using SPSS, including descriptive and inferential statistics such as regression analysis to establish the significance of HRM practices on competitiveness. Findings reveal that ineffective recruitment processes, weak alignment between performance management and employee agreements, and unlinked reward systems hinder organizational performance. However, training and development showed a moderate positive impact on skill enhancement. The study concludes that while HRM practices are present, their strategic implementation remains limited, and affecting FBC’s competitive advantage. Recommendations include aligning HR functions with strategic goals, enhancing performance feedback systems, and linking rewards to measurable outcomes to foster innovation and efficiency in the broadcasting sector.