The Impact of Human Resource Management Practices on Labour Turnover in Ghana

Vivian Louise Akpalu, Regina Bekoe, Isaac Anyansor Kpabi


The human resources of every organization are considered as the most vital resource required for her growth. Consequently, most organizations have adopted Human Resource Management (HRM) practices and policies to ensure quality human resources are attracted, engaged and retained. Labour turnover on the other hand refers to the movement of individuals in and out of jobs over a particular period. The HRM practices adopted in an organization can go a long way to influence the rate of labour turn over and subsequently affect productivity and growth of the organization. The study therefore assessed the impact of the HRM practices and labour turnover at Cocoa Research Institute of Ghana (GRIG).  Both primary and secondary data were collected for the study. Questionnaires were administered and semi-structured interviews conducted to collect data from management and staff of CRIG. The data collected was presented and analysed using frequency tables and graphs. The study revealed a labour turnover rate of 11.9% of which only 0.43% left voluntarily over the five-year period under study. Sixty four percent (64%) of respondents rated their level of satisfaction with the HRM practice as good which confirms why about 29% percent of the workforce have been working with the institution for twenty years and above. To assess whether employees would opt for other organisations aside of CRIG or other divisions inside of CRIG, some of the employees sampled responded positively with the comment that workers of the research divisions are treated better than those of the other units. It is therefore recommended that all employees are treated fairly no matter the division or unit. Notwithstanding the low turnover rate and the desire of majority of employees to remain with the institute until retirement, there is the need for some level of labour turnover to allow new ideas, technology and changes to be introduced into the organisation to help bring dynamism into the operations of the organisation.  


Human Resource Management; Labour Turnover; Training and development.

Full Text:



. R, P. Battaglio. Public human resourcs management: strategies and practices in the 21st century. C Q press, Sage publications Inc. 2015.

. A. Keegan. & H. Francis. “Practitioner talk: the changing text case of human resource management and emergence of human resource business partnership”. The international journal of human resource management. Vol. 21, 6. Pp 873 – 898. 2010.

. M. Armstrong. & S. Taylor. Armstrong’s handbook of human resource management practice. London Kogan Page. 2014.

. P. F. Boxall. , J. Purcell & P. Wright. The goals of human resource management. Oxford handbook of human resource management. Oxford university press, 2007.

. Society of Human Resource Management “Human resources in research and Practice”: the RQ reader: USA Society for Human Resource Management. 2011.

. S.E., Jackson., R.S Schuler. & S. Werner. Managing human resources. South-Western Cengage Learning. 2012.

. C. Fombrun., N.M. Tichy & M.A. Devama. Strategic Human Resource Management, New York, NY, John Wiley & Sons, 1984.

. P. Namazie. & P. Frame. “Developments in human resource management in Iran”, International Journal of Human Resource Management, Vol. 18 No.1, pp.159-71. 2007.

. H. Yeganeh. “An examination of Iranian management culture: characteristics and organizational implications”, Iran Quarterly Analysis, Vol. 4 No.1, pp.35-57. 2007.

. M. Armstrong. Human Resource Management Practice: 9th Edition, London Kogan Page, 2003.

. A. Cheng & A. Brown. “HRM strategies and labour turnover in the hotel industry: a comparative study of Australia and Singapore”, International Journal of Human Resource Management, Vol. 9 No. 1, pp. 136-154. 1998.

. A. Forrier. & L Sels. “Flexibility, turnover and training”, International Journal of Management, Vol. 24 No. 2, pp. 148-168, 2003.

. T. Hinkin. &, J. Tracey. “The cost of turnover: putting a price on the learning curve”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 41 No. 3, pp. 14-21, 2000.

. K. Walsh. & M. S. Taylor. “Developing in-house careers and retaining management talent: what hospitality professionals want from their jobs?” Cornell Hotel and Restaurant Administration Quarterly, Vol. 48 No. 2, pp. 163-182, 2007.

. G. Walters. & M. Raybould. “Burnout and perceived organisational support among front-line hospitality employees”, Journal of Hospitality and Tourism Management, Vol. 14, No. 2, pp. 144-156, 2007.

. A. A. Aksu. “Turnover costs: research among five-star hotels in the city of Antalya, Turkey”, Tourism Analysis, Vol. 9 No. 3, pp. 207-217, 2004.

. J.D. Shaw., J. E., Deilery. & G. D. Jenkins. "An organization-level analysis of voluntary and involuntary turnover", Academy of Management Journal, Vol. 41 pp.511-525, 1998.

. E.B. Bergiel., V.Q. Nguyen. B.F. Clenney. & G.S. Taylor. “Human resource practices, job embeddedness and intention to quit”, Management Research News, 32(3), 205-219, 2009.

. ACAS. Absence and labour turnover, ACAS, London, ACAS Handbook, 2001.


  • There are currently no refbacks.





About IJSBAR | Privacy PolicyTerms & Conditions | Contact Us | DisclaimerFAQs 

IJSBAR is published by (GSSRR).