Examining the Impact of HRM Practices on Employees’ Motivation at the Methodist College of Education

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Examining the Impact of HRM Practices on Employees’ Motivation at the Methodist College of Education

Abstract The paper sought to examine the impact of Human Resource Management (HRM) practices such as learning and development and financial rewards on employees. The method of approach was both qualitative and quantitative. The study used the descriptive research design in a social survey, with the permanent Senior Staff (Teaching and non-teaching) of the Methodist College of Education as case study. Non-probability (quota and purposive) sampling technique was used to select a sample size of seventy (70) out of a population of seventy-seven (77) permanent Senior Staff who formed the respondents from the College. They were interviewed, via the use of questionnaires. Sixty (60) questionnaires were retrieved from the respondents and this represent a little over 85% response rate which is considered very adequate for analysis. The findings showed that that over 80% of the staff are not satisfied with their salary and other financial benefits, yet are keeping to their job as a result of their passion for the job and also the developmental and learning programmes that they are able to participate in for their personal professional development.