Human resource management (HMR) strategies and their effects on employee performance have gained much attention in the literature. This work took a look at four selected HRM practices and assessed their impact on employees’ performance. The selected HRM practices which formed the independent variables are recruitment and selection, performance appraisal, and training and development, while employees’ performance stood as the dependent variable. The main objective of the study was to assess the effect of these HRM practices on the performance of employees in four (4) selected Amhara regional state zones youth and sport offices those sport offices are selected purposively on its proximity to the researcher. The study employed an explanatory research design. The sample for the study was 90 employees from the selected zone youth and sports offices by using a comprehensive sampling technique. A total of 90 employees from four-zone youth and sports offices responded to the self-administered questionnaire, which measured the four HRM practices and employee performance. To check the association between HRM practices and employee performance, the Pearson correlation statistical technique and regression analysis were applied to the data. The results indicate that the selected HRM practices have a positive and significant effect on employee performance. Hence, it is proved that the independent variables together explain 75% of the variance in employees' performance (p = 0.05). The following key recommendations were made: Managers implement HRM practices in an integrated and coherent manner. The training and development program should be designed based on gap analysis and government to ensure that selection is based on equal employment opportunity principles. Employees’ performance should be assessed based on quantifiable standards and feedback given to employees on their performance.