Abstract:
The main purpose of the study was to examine the effect of human resource management
practices on employee job satisfaction in Jimma zone sport office in selected woredas. HRM
aims to ensure that the organization obtains and retains the skilled, committed and well motivated workforce it needs. , Questionnaires close-ended items are developed and transmitted
to the target group; namely10 sport directors, administrators,22 experts,50 Out of the total
questionnaires distributed to the target population, 82 then the analysis was made using the
responses of 80 target population,. For study area purposive sampling technique were used and
Census sampling technique was used to select sample size of 82 employees (expertise) and
administration. In order to analyze the collected data, the researcher was used quantitative
approach to analyze data collected through questionnaires. After that, the coded data was
entered into statistical package for social science (SPSS) software. The inferential statistics
relevant to this study include Pearson correlation moment and multiple linear regressions)The
study findings revealed thatHRM practices in Jimma zone sport office in selected woredas were
not performingwell. This is shown by the mean value lower that 2.8 which can be regarded as
disagree (Scott, 2003).In addition, the findings also show that employees (expertise) were
dissatisfied with aspect of the job they perform. correlation result shows that relationship
between HRM practices employees job satisfaction like compensation(r = 0485, p<0.05),
training & development(r = 0.441, p<0.05), and performance appraisal (r = 0.564,
p<0.05) this indicates low, moderate and positive correlation with HRM practices on employee
job satisfaction in Jimma zone Sport Office. The findings of the study show that HRM practices
such as recruitment & selection, compensation, training & development, have insignificant but
performance appraisal is. 3.730, (P=.000, P<0.01has significant effect on effect on employee job
satisfaction. Therefore, the researcher recommended that the organization should improve
actions such as applying highly scientific and rigorous selection system, using pay and bonuses
as a mechanism to reward higher performance, making of compensation and incentives systems
clear and specific to the employee, and taking corrective measures for under-performance.
