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In this paper,we theorize about the impacts of human resource management(HRM) practices on enterprises’ performance in Abidjan(Cte d’Ivoire).Specifically,we emphasize the correlation between HRM practices and the perceived enterprise performance.A factor analysis of different HRM practices was utilized.The exploratory factor analysis on the HRM practices for managerial employees revealed three HRM dimensions:employee development,feedback systems,and pay/organization.A separate factor analysis for HRM practices for non-managerial employees led to the same conclusions.These three factors resemble those obtained in previous empirical study and discussed in the theoretical HRM literature.Therefore,the relationship among these three HRM dimensions and their relationship with enterprise performance was examined in the present study to facilitate comparison between managerial and non-managerial employees in the Ivorian context.
In this paper, we theorize about the impacts of human resource management (HRM) practices on enterprises’ performance in Abidjan (Cte d’Ivoire). Specifically, we emphasize the correlation between HRM practices and the perceived enterprise performance. A factor analysis of different HRM practices was utilized. Exploratory factor analysis on the HRM practices for managerial employees employees three three HRM dimensions: employee development, feedback systems, and pay / organization. A separate factor analysis for HRM practices for non-managerial employees employees conclusions. the factors three factors resemble those obtained in previous empirical study and discussed in the theoretical HRM literature.Therefore, the relationship among these three HRM dimensions and their relationship with enterprise performance was examined in the present study to benefit comparison between managerial and non-managerialrial employees in the Ivorian context.