Abstract:

Purpose – Despite the obvious significance of human resources in an organization, their wellbeing over time has largely been taken for granted by some organizations. The purpose of this study is to analyze the role of human resource management (HRM) practices in employee job satisfaction. Design/methodology/approach – A case study approach and primary data collection method were used to gathered quantitative data for the study through structured, self-administered questionnaires with five-point Likert scale. A stratified random sampling technique was used to obtain sample population, including 692 full-time employees in Salaam Bank Mogadishu-Somalia. The collected data was coded to Statistical Package for the Social Sciences (SPSS). Findings – According to the results, planning and recruitment, training programs, employee compensation, and performance appraisal have all significant impact on employees’ satisfaction. Moreover, coefficient analyses of three independent variables, namely planning and recruitment, employee compensation, and performance appraisal crossed with organizational justice imply existence of a moderating effect between each of these three independent variables and organizational justice; while no moderating effect was found between training programs and organizational justice. Discussion – The outcome of the research provides a basis for bank managers to recognize the HRM practices that leads to higher employee job satisfaction. Accordingly, bank managers should adopt an efficient planning and recruitment, training, compensation, and appraisal system to achieve further job satisfaction. Since this research’s focus is on private sector, future research is required to be extended to other districts and consider public institution as well.

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