thesis on human resource practices

The role of human resource management practices and employee job satisfaction in predicting organizational commitment in Saudi Arabian banking sector

International Journal of Sociology and Social Policy

ISSN : 0144-333X

Article publication date: 2 April 2020

Issue publication date: 24 June 2020

The purpose of this study was to investigate the role of human resource management and employee job satisfaction in predicting organizational commitment in the Saudi Arabian banking sector.

Design/methodology/approach

For the purpose of this study, quantitative survey research was employed. The independent variables are human resource management and employee job satisfaction, while the dependent variable is organizational commitment.

Human resource management correlated positively with employee job satisfaction and organizational commitment. On the other hand, employee job satisfaction was found to be positively correlated with organizational commitment. The two independent variables made significant individual contributions to the prediction of organizational commitment.

Research limitations/implications

This study has some limitations. First, convenient sampling method was used to recruit the participants. Therefore, the findings of the study have limited generalizability in other regions and age groups. Second, as a cross-sectional study, there has to be caution in making any generalization of the results. Future researchers should get more respondents from wider geographical location, that is from different bans, private and public. Furthermore, self-report questionnaires were used to collect data from respondents. It is recommended that future researchers use different methods such as personal interview or telephone interview to collect data. This may help get reliable data after clarifying and removing what may be ambiguous.

Practical implications

The results of this study have corroborated with previous research and confirmed correlations between and among human resource management (HRM), employee job satisfaction and organizational commitment in the Saudi Arabian banking sector. These findings have practical implications. Having high levels of job satisfaction among bank employees will prevent low levels of turnover rate, absenteeism and levels of productivity and increase organizational commitment. HRM practices, on the other hand, help in career development opportunities and hence provide better job opportunities. This study can recommend that to ensure high levels of job satisfaction among employees and enhanced organizational commitment, organizations, especially banks, should emphasize more on HRM practices.

Originality/value

This study could contribute to the literature on HRM, job satisfaction and organizational commitment in the Saudi Arabian banking sector. There is a rapid growth in the banking sector in Saudi Arabia. Therefore, there is an urge for recruiting efficient and experienced human resources (Mizan et al. , 2013). This study will contribute to the development of the Saudi Arabian banking sector, which may lead to maintain this sector work effectively that will have a positively impact on the economy of the Saudi society. It also will highlight the nature and importance of the HRM practices for the benefit of the banking sector.

• Human resource management practices
• Employee job satisfaction
• Organizational commitment
• Saudi Arabian banking sector

Cherif, F. (2020), "The role of human resource management practices and employee job satisfaction in predicting organizational commitment in Saudi Arabian banking sector", International Journal of Sociology and Social Policy , Vol. 40 No. 7/8, pp. 529-541. https://doi.org/10.1108/IJSSP-10-2019-0216

Emerald Publishing Limited

Copyright © 2020, Fatma Cherif

Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

Introduction

In almost all organizations, there is a report of its mission stating that people are the most valuable resource. To achieve its goal, survive and succeed, any organization should have the right personnel at the right place and at the right time ( Oladipo, 2011 ). Banking organizations, as well as other types of business organizations, depend largely on the quality and competence of its employees. Therefore, organizations have to pay more attention to their human resources, because implementation of human resource practices supports maximizing employees' competences in the organization ( Saleem and Khurshid, 2014 ). Human resource management practices are able to create organizations that are characterized by intelligence, flexibility and competence compared to their rivals. These organizations apply policies and practices of recruiting, selecting, training skilled employees. These employees in their turn will direct their best efforts toward cooperation within the resource bundle of their organization ( Nancy, 2013 ).

Additionally, the success, survival and competing power of the organizations are tied to the commitment of their members. For the members to be committed to their organization, they be satisfied with their job, that is to say employees' job satisfaction is supposed to be a crucial prerequisite for their commitment to their organization. Human resource management practices have a role to play in building a viable mutual relationship between firms and their employees concerning shared trust and duties. This relationship follows the “social exchange theory,” in which employees offer their services to the organizations in exchange of perks and other benefits that they receive from the organizations ( Mehwish et al. , 2019 ).

Therefore, it is assumed that the reduction of the cost of employee turnover, absenteeism, low productivity can occur when employees are satisfied as well as well committed to their organization (Mizanur, Mohammad and Mohammad, 2012). Personnel's achievements and their working capability are perquisites of their sense of job satisfaction ( Paşaoğlu and Tonus, 2014 ). Thereby, for any organization (any bank, here) to attract new competent employees and maintain those existing talented ones, consistent human resource management practices, employee job satisfaction and organizational commitment should be considered and be among its priorities ( Khera, 2010 ; Mizan et al. , 2013 ).

Literature review

Hrm practices, job satisfaction and organizational commitment.

The success of different organizations, public or private, such as banks, depend largely on the performance of their human resources ( Uma et al. , 2017 ), which emphasize employees' skills ( Ong and Koh, 2018 ; Ong et al. , 2019 ). Human resource management (HRM) practices can be regarded as a set of internally coherent and consistent practices aimed at reinforcing and promoting employee competence, motivation as well as commitment ( Elrehail et al. , 2019 ). They also manage human talents and skills to achieve the organization's goals ( Ana et al. , 2019 ).

HRM practices are likely to create work conditions and environment where employees become highly committed to the organization (have positive attitude) and do their best to accomplish the organization's goals. Organizational commitment can be considered the employees' willing to be committed to help the organization in achieving its goals. Organizational commitment involves the employees' levels of identification, involvement and loyalty ( Devananda and Onahring, 2019 ). HRM practices have a significant and positive effect on employee job performance ( Faiza et al. , 2019 ).

HRM practices are considered to be a method of encouraging employees' satisfaction with their jobs ( Mohammed et al. , 2019 ). Job satisfaction can be defined as an individual's affective orientation toward work roles that he/she is presently occupying, and it is linked to that individual's behavior in the workplace ( Devananda and Onahring, 2019 ).

HRM practices are intended to improve employees' attitudes (commitment) and subsequently their performance ( Cai et al. , 2019 ). Employee commitment and satisfaction affect organization greatly ( Elrehail et al. , 2019 ). Moreover, Ana et al. (2019) verified a positive, strong relationship between HRM practices and employee satisfaction. Effective HRM practices can increase employee satisfaction and commitment on one the hand, and organizational performance on the other hand ( Cai et al. , 2019 ).

Employees' commitment is regarded as a bond or link to the organization ( Mizan, et al. , 2013 ). If employees are neither committed to organizational commitment nor satisfied with their job, then the rates of absenteeism and turnover will be high ( Murat et al. , 2014 ). To ensure employees' commitment, organizations should adopt and utilize incentives and motivate them to boost up their commitment ( Mehwish et al. , 2019 ).

Alima Aktar and Faizuniah Pangil (2018) examined the mediating role of organizational commitment (OC) on the relationship between HRM practices and employee engagement among banking employees. Their results revealed that HRM practices were the significant predictors of employee engagement. The results also identified organizational commitment as a partial mediator on HRM practices and employee engagement relationship.

One can expect an interactional cycle between and among HRM practices, job satisfaction and organizational commitment, where HR policies and practices are likely to raise the level of job satisfaction among employees, which in turn helps these employees to be more committed their organization ( Prakash, 2017 ). They are positively related with affective and normative commitment ( Ambreen, 2011 ). Employees' commitment to their organization can be monitoring through appropriate attitudes and behaviors, including job satisfaction, affective commitment and retention intention ( Mohammad et al. , 2018 ). Abdirahman (2015) found a positive relationship between HRM practices and organizational commitment. HRM practices affect the outcomes of any organization, as they are likely to shape worker behaviors and attitudes ( Norhasnina et al. , 2018 ).

Some researchers ( Abubakar et al. , 2017a , b ; Albrecht et al. , 2015 ; Ukil, 2016 ) revealed that HRM practices could lead to employee satisfaction and engagement. Murat et al. (2014) found that there were positive relationships between HRM practices (recruitment and selection, training and development, compensation and benefits, performance appraisals), job satisfaction and organizational commitment. In the same line, Mizan et al. (2013) found that there were positive relationships among specific human resource practices, job satisfaction and organizational commitment in the banking sector of Bangladesh.

Problem statement

Organizations, at the heart of which lie banks, face challenges, including complex developments, and technological trends, among them are globalization, deregulation. These fast changes impose on them to manage their staff businesses effectively in job satisfaction, employee performance and organizational commitment. It was found that when employees were satisfied with their job, they were successfully committed to their organizations and contributed to their effectiveness and ultimate survival ( Mahmood, 2013 ). Although HRM practices have increasingly been studied in connection with different organizational outcomes like employee job satisfaction, employee performance and employee commitment ( Rahman et al. , 2013 ; Nadarajah et al. , 2012 ; Choi and Lee, 2013 ), there is no research on the role of HRM and employee job satisfaction in predicting organizational commitment in the Saudi Arabian banking sector.

This study poses the following questions:

Are there relationships between and among HRM, employee job satisfaction and organizational commitment in the Saudi Arabian public banking sector?

What are the combined effects of HRM, employee job satisfaction on organizational commitment in the Saudi Arabian public banking sector?

What is the relative contribution of HRM, employee job satisfaction to organizational commitment in the Saudi Arabian public banking sector?

Purpose of the study

The purpose of this study was to investigate the role of HRM and employee job satisfaction in predicting organizational commitment in the Saudi Arabian banking sector.

Significance of the study

There is a positive correlation between HRM and employee job satisfaction.

There is a positive correlation between job satisfaction and organizational commitment.

There is a positive correlation between HRM and organizational commitment.

There are combined effects of HRM and employee job satisfaction on organizational commitment.

HRM and employee job satisfaction contribute to organizational commitment.

Participants

Convenient sampling method was employed to recruit the participants. Three bank branches of Al Rajhi bank in Riyadh East district, namely, Batha Branch (Men Branches), Al-Aswaq Branch (Men Branches) and Al-Rawdah Branch (Ladies Branches), were approached and selected to study the role of HRM and employee job satisfaction in predicting organizational commitment in the Saudi Arabian banking sector. The majority of the participants were between the ages of 23 and 29 years ( n  = 180, 54.5 percent), 115 between 32 and 49 (34.8 percent), 35 between 50 and 59 (10.6 percent). As for the educational background, the majority of participants (93.9 percent) had a bachelor's degree ( n  = 310), 15 (4.5 percent) were holding a university diploma and 5(1.5 percent) were holding a master’s degree in commerce and management. The years of experience for the participants varied too; 120 (36.3 percent) were between five and ten years of experience, while 190 (57.5 percent) were between 15 and 20 years of experience. Only 20 (6.2 percent) were more than 20 years of experience. More than 900 questionnaires were distributed. Nevertheless, only 400 were received back, from which only (330) were selected, as they were filled correctly without missing questions. So, the final sample was (330) employee respondents from the three bank settings.

For the purpose of this study, quantitative survey research was employed. The independent variables are HRM and employee job satisfaction, while the dependent variable is organizational commitment.

Instruments

HRM practices questionnaire ( Chandrakantan2011 ). It is a 16-item questionnaire, with a five-point Likert scale from 1 (strongly disagree) to 5 (strongly agree). The factor analysis yielded a four-factor solution, namely, compensation policy, information sharing, job security, and training and development, explaining 62.44 percent variance. Each factor has four items. Scores on each item ranged from 1 to 5, and the composite score could range from 16 to 80. The reliability of the scale in terms of internal consistency was assessed by Cronbach's α . The items demonstrated a satisfactory level of internal consistency reliability. Cronbach alpha values obtained for the measures were 0.70 for compensation, 0.75 for information sharing, 0.76 for job security, 0.73 for training and development.

Organizational commitment questionnaire (Norm, Cyntia and Francisco, 2017). This questionnaire measures commitment in its normative dimension, based on reciprocity and responsibility as value to the work where a link to the organization based on loyalty of workers set was developed ( Norm et al. , 2017 ). It is a 30-item questionnaire, with a five-point Likert scale from 1 (does not look anything like me) to 5 (it looks a lot like me). The scores on each item ranged from 1 to 5, and the composite score could range from 30 to 150. The factor analysis yielded a two-factor solution, namely, loyalty-reciprocity and compliance-responsibility, explaining 45.1 percent of variance. Reliability analysis indicated adequate internal consistency, α  = 0.88.

The generic job satisfaction scale ( Scott Macdonald and Peter Maclntyre, 1997 ). It is a reliable measure of a single construct. It is a ten-item scale, with a five-point Likert scale from 1 (strongly disagree) to 5 (strongly agree). The scale was significantly related to workplace factors such as job stress, boredom, isolation and danger of illness or injury. Cronbach's α . The items demonstrated a satisfactory level of internal consistency reliability. Cronbach α obtained for the measures was 0.77. The scores on each item ranged from 1 to 5, and the composite score could range from 5 to 50, with higher scores indicating more job satisfaction.

Prior to administering the scales, employees in the target banks were informed about the purpose of the study and voluntarily indicated orally that they agreed to participate. To ensure that the respondents responded to the items honestly and sincerely, they were told not to identify themselves in any way on the scale paper. They were also informed that they should not be concerned with anything regarding their participation in the study, and their responses are for research purposes only and would be kept confidential. All data were entered in an SPSS file.

Data analysis

The data were analyzed with Pearson correlation and multiple regression. Multiple regression was used to explore the relative contributions of both HRM and employee job satisfaction to the prediction of organizational commitment in the Saudi Arabian banking sector.

Descriptive data and inter-correlations

Table I shows the means, descriptive statistics and inter-correlations of HRM, employee job satisfaction and organizational commitment. Table I shows that there are significant correlations between HRM, employee job satisfaction and organizational commitment. HRM correlates positively with employee job satisfaction ( r  = 0.688) and organizational commitment ( r  = 0.524). On the other hand, employee job satisfaction was found to be positively correlated with organizational commitment ( r  = −0.612).

Human resource management and employee job satisfaction as predictors of organizational commitment

The results presented in Table II show that the two independent variables (HRM and employee job satisfaction) when put together yielded a coefficient of multiple regression ( R ) of 0.574 and a multiple correlation square of 0.571. This shows that 57.1 percent of the total variance in organizational commitment of those who participated in the study is accounted for by the combination of HRM and employee job satisfaction. Table III indicates that the analysis of variance of the multiple regression data produced an F-ratio value significant at 0.01 level ( F (2, 327) = 219.979; p  < 0.01).

As for the results displayed in Table IV , each of the two independent variables made significant individual contributions to the prediction of organizational commitment. The results indicated that the following β weights, which represented the relative contribution of the independent variables to the prediction, were observed. HRM ( b  = 0. 252, t  = 9.856; p  < 0.01) and employee job satisfaction ( b  = 0. 376, t  = 6.773, p  < 0.01). Although the two variables made significant relative contribution to the prediction of organizational commitment, employee job satisfaction is a more potent predictor.

Regression standardized residual, normal P-P plot of regression standardized residual and regression standardized predictive value are shown in Figures 1–3 . Here is a histogram of the residuals with a normal curve superimposed. The residuals look close to normal. Figure 2 checked for normality of residuals with a normal P-P plot. The plot showed that the points generally followed the normal (diagonal) line with no strong deviations. This indicated that the residuals were normally distributed.

The purpose of this study was to investigate the combined effects of HRM and employee job satisfaction (predictor variables) on organizational commitment (outcome measure). Moreover, it aimed to investigate the relative contribution of HRM and employee job satisfaction to organizational commitment in the Saudi Arabian banking sector. Additionally, the aim was to find out if there were correlations between and among HRM, employee job satisfaction and organizational commitment in the Saudi Arabian banking sector. In this regard, the findings extend our knowledge on the association between HRM, employee job satisfaction and organizational commitment in the Saudi Arabian banking sector.

Findings from Table I : HRM correlated positively with employee job satisfaction and organizational commitment. On the other hand, employee job satisfaction was found to be positively correlated with organizational commitment. These findings are consisted with previous studies that highlighted that human resource practice and employee job satisfaction were found to be contributing positively to employees' organizational commitment ( Haruna and Marthandan, 2017 ; Nwachukwu and Chladková, 2017 ; Taghrid, 2015 ). It is likely that employees' positive perceptions about the human resource practice increase their job satisfaction and commitment to their organization. This may be due to, as revealed by Altarawneh (2009) , service industry normally gives more attentions to HRM than do other industries. The ultimate purpose of HRM is to ensure that the organization is able to achieve success through manpower. HRM provides the organization with required capabilities that allow its people to learn and capitalize on new opportunities. It is concerned with achieving the following: organizational effectiveness, human capital management, knowledge management, reward management, employee relations and meeting various needs ( Osibanjo, 2012 ).

Al Rajhi Bank is a service industry that has competitive advantage. Founded in 1957, Al Rajhi Bank is one of the largest Islamic banks in the world with total assets of SR343bn (US$90bn), a paid up capital of SR16.25bn (US$4.33bn) and an employee base of over 9,600 associates. With over 60 years of experience in banking and trading activities, the various individual establishments under the Al Rajhi name were merged into the umbrella “Al Rajhi Trading and Exchange Corporation” in 1978, and it was in 1988 that the bank was established as a Saudi share holding company. Deeply rooted in Islamic banking principles, the Sharia-compliant banking group is instrumental in bridging the gap between modern financial demands and intrinsic values while spearheading numerous industry standards and development.

The results of this study, consistent with the findings of Ali et al. 's (2019) , revealed that job satisfaction was correlated with organizational commitment. Additionally, HRM (represented by their managers) provides suitable conditions for increasing employees satisfaction and job motivation through appropriate awarding, which are based on the actual evaluation of performance and increasing salary in accordance to employees' capabilities, aiming to improve their organizational commitment.

Employees' high levels of job satisfaction is connected with high levels of productivity, low levels of turnover rate, low levels of absenteeism and levels of organizational commitment. HRM practices, which provide opportunities and are responsible for the effective growth and development of human resources in the organization, are a stronger predictor of organizational commitment. While, the absence of career development opportunities and better job opportunities are important reasons for employee turnover intention ( Budhwar et al. , 2009 ). The results of this study are consistent with those of Edgar and Geare's (2005) , who revealed that HRM practices would influence on employee attitudes such as organizational commitment, job satisfaction and organizational fairness in New Zealand. Job satisfaction can be achieved through equitable rewards system such as pay, working conditions, training and development, fair treatment and fair human resources practices ( Osibanjo et al. , 2012 ).

The results of regression analysis revealed that the two independent variables (HRM and employee job satisfaction) when put together yielded a coefficient of multiple regression ( R ) of 0.574 and a multiple correlation square of 0.571. This showed that 57.1 percent of the total variance in organizational commitment of those who participated in the study was accounted for by the combination of HRM and employee job satisfaction.

Application and implications

The results of this study have corroborated with previous research and confirmed correlations between and among HRM, employee job satisfaction and organizational commitment in the Saudi Arabian banking sector. These findings have practical implications. Having high levels of job satisfaction among bank employees will prevent low levels of turnover rate, absenteeism and levels of productivity and increase organizational commitment. HRM practices on the other hand help in career development opportunities, and hence provide better job opportunities. We can recommend that to ensure high levels of job satisfaction among employees and enhanced organizational commitment, organizations, especially banks, should emphasize more on HRM practices.

Conclusion and recommendations

In conclusion, the aim of this study was to investigate the combined effects of HRM and employee job satisfaction (predictor variables) on organizational commitment (outcome measure). Moreover, it aimed to investigate the relative contribution of HRM and employee job satisfaction to organizational commitment in the Saudi Arabian banking sector. Additionally, the aim was to find out if there were correlations between and among HRM, employee job satisfaction and organizational commitment in the Saudi Arabian banking sector. It was found that employee job satisfaction correlated positively with organizational commitment. The two independent variables made significant individual contributions to the prediction of organizational commitment. It can be said HRM programs, activities, policies and practices are means through which organizational people can be managed to gain competitive advantage. So, its practices can be adjusted, accepted and used by bank managers and employees as part of their daily work. It is well known that the banking environment has both dynamic and competitive nature, so innovative HRM practices should be focusing on providing employees with new and diverse skills and cognition, ensuring their flexibility to be able to respond to change.

Limitations and future research

This study has some limitations. First, convenient sampling method was used to recruit the participants. Therefore, the findings of the study have limited generalizability in other regions and age groups. Second, as a cross-sectional study, there has to be caution in making any generalization of the results. Future researchers should get more respondents from wider geographical locations, i.e. from different bans, private and public. Furthermore, self-report questionnaires were used to collect data from respondents. It is recommended that future researchers use different methods such as personal interview or telephone interview to collect data. This may help get reliable data after clarifying and removing what may be ambiguous.

Regression standardized residual

Normal P-P plot of regression standardized residual

Scatterplot

Descriptive statistics and inter-correlations of HRM, employee job satisfaction and organizational commitment

Note(s) : a Dependent variable: OC

Abdirahman , S. ( 2015 ), “ Human resource management practices and organizational commitment ”, International Journal of Economics, Commerce and Management , Vol. 8 No. 3 , pp. 156 - 193 .

Abubakar , A.M. , Elrehail , H. , Alatailat , M.A. and Elçi , A. ( 2017a ), “ Knowledge management, decision-making style and organizational performance ”, Journal of Innovation and Knowledge , Vol. 4 No. 2 , pp. 104 - 114 , doi: 10.1016/J.JIK.2017.07.003 .

Abubakar , A M. , Namin , B H. , Harazneh , I. , Arasli , H. and Tunç , T. ( 2017b ), “ Does gender moderates the relationship between favoritism/nepotism, supervisor incivility, cynicism and workplace withdrawal: a neural network and SEM approach ”, Tourism Management Perspectives , Vol. 23 , pp. 129 – 139 , doi: 10.1016/j.tmp.2017.06.001 .

Albrecht , S.L. , Bakker , A.B. , Gruman , J.A. , Macey , W.H. and Saks , A.M. ( 2015 ), “ Employee engagement, human resource management practices and competitive advantage ”, Journal of Organizational Effectiveness: People and Performance , Vol. 2 No. 1 , pp. 7 - 35 , doi: 10.1108/JOEPP-08-2014-0042 .

Ali , E. , Fahimeh , R. , Fatemeh , M. and Reza , M. ( 2019 ), “ Prediction of organizational commitment based on job satisfaction dimensions among employees of the ministry of health and medical education ”, Caspian Journal of Health Research , Vol. 4 No. 2 , pp. 49 - 53 .

Alima , A.k. and Faizuniah , P. ( 2018 ), “ Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement ”, International Journal of Sociology and Social Policy , Vol. 38 Nos 7/8 , pp. 606 - 636 , doi: 10.1108/IJSSP-08-2017-0097 .

Altarawneh , I. ( 2009 ), “ Training and development evaluation in Jordanian banking organizations ”, Research and Practice in Human Resource Management (RPHRM) , Singapore publisher , Vol. 17 No. 1 , pp. 1 - 23 .

Ambreen , M. ( 2011 ), “ Impact of implied organizational support on organizational commitment ”, European Journal of Business and Management , Vol. 3 No. 11 , pp. 41 - 45 .

Ana , C. , Gisela , D. and Tatiane , P. ( 2019 ), “ Do human resources policies and practices produce resilient public servants? Evidence of the validity of a structural model and measurement models ”, Revista Brasileira de Gestao de Negocios , Vol. 21 No. 1 , pp. 70 - 85 , doi: 10.7819/rbgn.v21i1.3965 .

Budhwar , P.S. , Varma , A. , Malhotra , N. and Mukherjee , A. ( 2009 ), “ Insights into the Indian call centre industry: can internal marketing help tackle high employee turnover? ”, Journal of Services Marketing , Vol. 23 , pp. 351 - 362 , doi: 10.1108/08876040910973459 .

Cai , L. , Shumaila , N. , Muhammad , A. , Basil , K. and Majid , M. ( 2019 ), “ An empirical investigation on the relationship between a high-performance work system and employee performance: measuring a mediation model through partial least squares–structural equation modeling ”, Psychology Research and Behavior Management , Vol. 12 , pp. 397 - 416 .

Chandrakantan , S. , Faridahwati , M. and Shamsudin , H. ( 2011 ), “ Linking human resource practices and organisational performance: evidence from small and medium organisations in Malaysia ”, Jurnal Pengurusan , Vol. 32 , pp. 27 - 37 .

Choi , J. and Lee , K. ( 2013 ), “ Effects of employees' perceptions on the relationship between HR practices and firm performance for Korean firms ”, Personnel Review , Vol. 42 No. 5 , pp. 573 - 594 .

Devananda , S. and Onahring , B. ( 2019 ), “ Entrepreneurial intention, job satisfaction and organisation commitment - construct of a research model through literature review ”, Journal of Global Entrepreneurship Research , Vol. 9 No. 16 , doi: 10.1186/s40497-018-0134-2 .

Edgar , F. and Geare , A. ( 2005 ), “ HRM practice and employee attitudes: different measure-different result ”, Personnel Review , Vol. 34 No. 5 , pp. 534 - 549 .

Elrehail , H. , Harazneh , I. , Abuhjeeleh , M. , Alzghoul , A. , Alnajdawi , S. and Ibrahim , H. ( 2019 ), “ Employee satisfaction, human resource management practices and competitive advantage ”, European Journal of Management and Business Economics , ahead-of-print No. ahead-of-print , doi: 10.1108.

Faiza , M. , Wei , L. , Bányai , T. , Nurunnabi , M. and Subhan , Q.A. ( 2019 ), “ An examination of sustainable HRM practices on JobPerformance: an application of trainingas a moderator ”, Sustainability , Vol. 11 , p. 2263 , doi: 10.3390/su11082263 .

Haruna , A.Y. and Marthandan , G. ( 2017 ), “ Foundational competencies for enhancing work engagement in SMEs Malaysia ”, Journal of Workplace Learning , Vol. 29 No. 3 , pp. 165 - 184 .

Khera , S.N. ( 2010 ), “ Human resource practices and their impact on employee productivity: a perceptual analysis of private, public and foreign bank employees in India ”, DSM Business Review , Vol. 2 No. 1 , pp. 65 - 86 .

Mahmood , A. ( 2013 ), “ Evaluation of the degree to which employee satisfaction is related to internal marketing within pakistani universities ”, (Unpublished doctoral thesis) , University of Salford , Salford .

Mehwish , J. , Abeera , A. , Aideed , B. and Tania , H. ( 2019 ), “ Human resource practices and organizational commitment: the mediating role of job satisfaction in emerging economy ”, Cogent Business and Management , Vol. 6 , p. 1608668 , doi: 10.1080/23311975.2019.1608668 .

Mizanur , R. , Mohammad , J. and Mohammad , A. ( 2013 ), “ The role of human resource management practices on job satisfaction and organizational commitment in banking sector of Bangladesh- A comparative analysis ”, Journal of Faculty of Business Administration (JFBA) , Part-C , Vol. 9 Nos 1/2 , pp. 1 - 13 .

Mohammad , R. , Rubelad , N. , Newaz , R. , Yuslizac , D. and Mui , H. ( 2018 ), “ High commitment human resource management practices and employee service behaviour: trust in management as mediator ”, IIMB Management Review , Vol. 30 No. 4 , pp. 316 - 329 .

Mohammed , S. , Yap , V. and Chan , K. ( 2019 ), “ The effect of HRM practices and employees' job satisfaction on employee performance ”, Management Science Letters , Vol. 9 , pp. 771 - 786 .

Murat , K. , Mustafa , F. and Turgay , S. ( 2014 ), “ Human resource management practices, job satisfaction and organizational commitment ”, International Journal of Academic Research in Business and Social Sciences , Vol. 4 No. 9 , pp. 178 - 190 .

Nadarajah , S. , Kadiresan , V. , Kumar , N. , Kamil , A. and Yusff , Y.M. ( 2012 ), “ The relationship of HR practices of academicians toward Career development in Malaysian private higher institutions ”, Procedia-Social and Behavioral sciences , Vol. 57 , pp. 102 - 118 .

Nancy , Q. ( 2013 ), “ The impact of hrm practices on organizational performance: the case study of some selected rural banks ”, A thesis submitted to the Department of Managerial Science , Kwame Nkrumah University of Science and Technology .

Norhasnina , M. , Dato Mohamad , N. and Wan , N. ( 2018 ), “ The effects of human resources management (hrm) practices on employee performance with the mediating role of employee engagement: preparing for industrial revolution 4.0 ”, 1st National Conference on Multidisciplinary Research and Practice , 2018 .

Norm , B. , Rodríguez-Loredo , C.S. and Paz-Rodríguez , F. ( 2017 ), “ Development and validation of a questionnaire on normative organizational commitment: a pilot study in Mexicans workers ”, Anales de Psicología , Vol. 33 No. 2 , pp. 393 - 402 .

Nwachukwu , C.E. and Chladková , H. ( 2017 ), “ Human resource management practices and employee satisfaction in microfinance banks in Nigeria ”, Trends Economics and Management , Vol. 11 No. 28 , pp. 23 - 35 .

Oladipo , J.A. and Abdalkader , D.S. ( 2011 ), “ Strategic human resource management and organizational performance in the Nigerian manufacture sector: an empirical investigation ”, International Journal of Business and Management , Vol. 6 No. 9 , doi: 10.5539/ijbm.v6n9p46 .

Ong , C.H. and Koh , R.J. ( 2018 ), “ The influence of human resources management practices on employee performance in the manufacturing sector in Malaysia ”, International Journal of Human Resources Studies , Vol. 8 No. 2 , pp. 129 - 147 .

Ong , C. , Maria , A. , lee , P. , Kowang , O. and Chin , F. ( 2019 ), “ The relationship between human resource management practices and job performance in the courier service industry ”, International Journal of Academic Research in Business and Social Sciences , Vol. 9 No. 3 , pp. 63 - 79 .

Osibanjo , O. , Kehinde , O. and Abiodun , A. ( 2012 ), “ Human resource management and employee job satisfaction: evidence from the Nigerian banking industry ”, Journal of Economics and Business Research , Vol. 1 , pp. 17 - 32 .

Paşaoğlu , D. and Tonus , H.Z. ( 2014 ), “ Strategic importance of human resource practices on job satisfaction in private hospitals ”, Procedia - Social and Behavioral Sciences , Vol. 150 , pp. 394 - 403 , doi: 10.1016/j.sbspro.2014.09.035 .

Prakash , K. ( 2017 ), “ Issue of organizational commitment : evidence from Nepalese banking industry ”, Management Dynamics , Vol. 20 No. 1 , pp. 119 - 129 .

Rahman , M.M. , Uddin , M.J. and Miah , M.S. ( 2013 ), “ The role of human resource management practices on job satisfaction and organizational commitment in banking sector of Bangladesh- A comparative analysis ”, Journal of the Faculty of Business Administration JFBA) , Islamic University Studies , Vol. 10 No. 1 , pp. 270 - 275 .

Saleem , I. and Khurshid , A. ( 2014 ), “ Do human resource practices affect employee performance? ”, Pakistan Business Review , Vol. 15 No. 4 , pp. 669 - 688 .

Scott , M. and Peter , M. ( 1997 ), “ The generic job satisfaction scale: scale development and its correlates ”, Employee Assistance Quarterly , Vol. 13 No. 2 , pp. 1 - 16 .

Suifan , T S. ( 2015 ), “ The effect of human resources practices on organizational commitment: a Jordanian study ”, Journal of Management Research , Vol. 7 No. 4 , pp. 222 - 232 .

Ukil , M.I. ( 2016 ), “ The impact of employee empowerment on employee satisfaction and service quality: empirical evidence from financial enterprizes in Bangladesh ”, Verslas: Teorija Ir Praktika , Vol. 17 No. 2 , pp. 178 - 189 , doi: 10.3846/btp.2016.651 .

Uma , S. , Aurolipy and Madhusmita , D. ( 2017 ), “ Impact of hrm practices on job satisfaction and performance: an empirical study in health care sector ”, International Journal of Economic Research , Vol. 14 No. 2 , pp. 95 - 105 .

Corresponding author

Related articles, we’re listening — tell us what you think, something didn’t work….

Report bugs here

All feedback is valuable

Please share your general feedback

Join us on our journey

Platform update page.

Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

Questions & More Information

Answers to the most commonly asked questions here

Home > Colleges & Schools > Soules College of Business > Human Resource Development > HRD_GRAD

Human Resource Development Theses and Dissertations

Theses/dissertations from 2023 2023.

CAMPUS-LEVEL TEACHER TURNOVER IN TEXAS PUBLIC ELEMENTARY SCHOOLS: AN EXAMINATION OF THE IMPACT OF LEADERSHIP FACTORS AND SCHOOL DEMOGRAPHICS USING HEIRARCHICAL LINEAR MODELING , Amy Welch Baskin

HUMAN RESOURCE DEVELOPMENT PROFESSIONALS’ COMPETENCIES AND CAREER SUCCESS IN THE SERVICE INDUSTRY: A QUALITATIVE STUDY , Cheryl DePonte

EVALUATING HEALTHCARE STUDENT LEARNING PERFORMANCE DURING THE INITIAL YEAR OF THE COVID-19 PANDEMIC: A CASE STUDY , Maria D. Garcia-Villarreal

LEADERSHIP BEHAVIORS, PRACTICES, AND SYTLES IN MERGERS AND ACQUISITIONS IN THE U.S. TECHNOLOGY-BASED ORGANIZATIONS: A QUALITATIVE STUDY , SUSAN E. GLOVER

THE IMPACT OF THE COVID-19 PANDEMIC ON EMPLOYEE ENGAGEMENT AND PERFORMANCE IN THE TELEWORKING CONTEXT IN THE U.S. PUBLIC SECTOR: A PHENOMENOLOGICAL CASE STUDY , Elizabeth Nesuda

Theses/Dissertations from 2022 2022

Exploring the Roles of the Craft Trainer in the Construction Industry , Mary M. Chatham

PREPARE FOR THE WORST, HOPE FOR THE BEST: A QUALITATIVE STUDY ON WORKPLACE VIOLENCE IN THE HEALTH CARE INDUSTRY , John Haymore

WORKPLACE FUN FOR EMPLOYEE ENGAGEMENT: A FUNCTION OF ORGANIZATIONAL CULTURE? , Lacey Logan

TESTING THE PREDICTIVE VALIDITY OF A MANAGERIAL COACHING SCALE USING A CROSS-LAGGED PANEL DESIGN , Katherine Stone

Theses/Dissertations from 2021 2021

EFFECT OF TRAINING OPPORTUNITY AND JOB SATISFACTION ON TURNOVER INTENTIONS AMONG GEN X AND GEN Y , Regin Justin

The Effects of Perceived Organizational Justice of Inclusive Talent Management Practices on Employee Work Effort , Thomas Kramer

MENTORING EARLY CAREER TEACHERS UNDER COVID-19 PANDEMIC IN THE STATE OF TEXAS: A PHENOMENOLOGICAL CASE STUDY , Sonya H. Niazy

Theses/Dissertations from 2020 2020

EXAMINING MANAGERIAL COACHING DYADS AND THE DEVELOPMENTAL LEARNING OUTCOMES FOR MANAGERS SERVING AS COACHES AND THE REVERSE COACHING BEHAVIORS OF THEIR SUBORDINATE COACHEES , Beth Adele

Team-Based Effects on Individual Human Capital: A Proxy for Organizational Performance , Rob Carpenter

Testing the Modality Effect in an Online Training of Virtual Workers: An Experiment Inspired by Social Distancing , Janice Lambert Chretien

Examining the Mediating Effect of Job Crafting on the Relationship Between Managerial Coaching and Job Engagement in the Skilled Trades , Jennifer H. DuPlessis

PSYCHOLOGICAL WELL-BEING DURING RETIREMENT TRANSITION AND ADJUSTMENT FOR SOUTHERN BAPTIST PASTORS: A PHENOMENOLOGICAL MULTI-CASE STUDY , Tresa Gamblin

The Impact of Work Alienation on the Relationship Between Person-Organization Fit and Organizational Citizenship Behavior in Higher Education , Andrew R. Krouse

Antecedents to Strategic Project Success: A Qualitative Phenomenological Analysis of Project Leaders' Perceptions , Dave Silberman

Theses/Dissertations from 2019 2019

EXAMINING THE UNITED KINGDOM’S SOFT LAW APPROACH FOR WOMEN ON BOARDS WITH REGARD TO GENDER DIVERSITY AND THE GENDER PAY GAP: A REGRESSION DISCONTINUITY DESIGN , Silvana Chambers

ORGANIZATIONAL COGNITION AS INTERVENED BY ORGANIZATIONAL SUPPORT AND ENGAGEMENT ON MEDICAL CODERS’ EXHIBITION OF ORGANIZATIONAL CITIZENSHIP BEHAVIORS , David W. Conley

EXPLORING GRIEF AND MOURNING IN WORK TEAMS: A PHENOMENOLOGICAL MULTI-CASE STUDY , Ashley L. Kutach

EFFECTS OF THE DIMENSIONS OF QUALITY OF WORK LIFE ON TURNOVER INTENTION OF MILLENNIAL EMPLOYEES IN THE U.S. , Julie Lewis

EXAMINING THE DIRECT EFFECT OF CEO PERCEPTIONS OF COLLECTIVE ORGANIZATIONAL ENGAGEMENT ON PATIENT EXPERIENCE IN ACUTE-CARE HOSPITALS , Mary Lynn Lunn

SUCCESS AND FAILURE RATES, FACTORS, AND ALIGNMENT WITH CHANGE MODELS: A META-ETHNOGRAPHIC ANALYSIS OF PLANNED ORGANIZATIONAL CHANGE QUALITATIVE CASE STUDY LITERATURE , Diana McBurnett

• Collections
• Disciplines

Advanced Search

• Notify me via email or RSS

Author Corner

• Submit Research
• UT Tyler Human Resource Development PhD Degree

Home | About | FAQ | My Account | Accessibility Statement

Privacy Copyright

Assessing the Impact of Human Resource Management Practices on Teachers’ Performance through HR Analytics

• First Online: 30 May 2020

Cite this chapter

• Jeevan Jyoti 4 ,
• Poonam Sharma 5 &
• Asha Rani 4  

292 Accesses

1 Citations

1 Altmetric

One of the major responsibilities of a teacher is to develop the human resources (HR) of the society. So a teacher also needs culture that assists him in successful completion of his duties. In this context, the human resource practices leverage teacher’s capabilities to achieve the main goal of the school education. The main objective is to investigate the impact of human resource management practices on teachers’ performance through HR analytics in rural schools of Jammu and Kashmir (J&K). Further, based on the existing literature, only four human resource practices (training and development, performance management, performance appraisal and empowerment) have been used in the present study. Data have been collected through convenience sampling from 245 teachers. Exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and structural equation modelling (SEM) statistical techniques have been used to analyse the data. Further, reliability and validity tests have also been conducted before analysing the data. Finding of this study revealed that HR practices, that is, training and development, performance management, performance appraisal and empowerment positively affect the teachers’ performance. The study is cross-sectional in nature and focused on teachers’ performance only. For future research, students’ academic performance and schools’ performance need to be evaluated too. This study is highly beneficial for teachers and school administrations as well as the researchers for guidelines and policies implementations.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info
• Durable hardcover edition

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Absar, M. N., Nimalathasan, B., & Jilani, M. A. K. (2010). Impact of HR Practices on Organisational Performance in Bangladesh. International Journal of Business and Information Technology, 3 (2), 15–19.

Google Scholar  

Armstrong, M., & Baron, A. (1998). Performance Management: The New Realities . London: Institute of Personnel and Development.

Bellows, L. H., &Perry, A.2005. Assessing Graduate Student Mentorship and Development . Unpublished manuscript. Retrieved January 23, 2015, from www.unl.edu .

Beltrán-Martín, I., & Bou-Llusar, J. C. (2018). Examining the Intermediate Role of Employee Abilities, Motivation and Opportunities to Participate in the Relationship between HR Bundles and Employee Performance. BRQ Business Research Quarterly, 21 (2), 99–110.

Article   Google Scholar  

Bibi, A., Lanrong, Y., Haseeb, M., & Ahmad, I. (2012). The Effect of Human Resource Management Practices on Employees’ Job Satisfaction in the Universities of Pakistan. Business Management Dynamics, 1 (12), 1–14.

Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C., Wall, T., & Wood, S. (2008). The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study. Personnel Psychology, 61 (3), 467–501.

Brown, M. C., Davis, G. L., & McClendon, S. A. (1999). Mentoring Graduate Students of Color: Myths, Models and Modes. Peabody Journal of Education, 74 (2), 105–118.

Carrel, M. R., Elbert, N. F., & Hatfield, R. D. (1995). Human Resource Management: Global Strategies for Managing a Diverse Workforce . New Jersey: Prentice Hall.

Chahal, H., Jyoti, J., & Rani, A. (2016). Bundled Effect of High Performance Human Resource Practices on Business Performance: Role of Organisational Learning. Global Business Review, 17 (3(S)), 107S–132S.

Chen, C. J., & Huang, J. W. (2009). Strategic Human Resource Practices and Innovation Performance: The Mediating Role of Knowledge Management Capacity. Journal of Business Research, 62 (1), 104–114.

Coats, L. T. (2000). Interpersonal Behaviour and the Community College Department Chairperson. Community College Journal of Research and Practice, 24 (3), 773–783.

Conway, E., & Monks, K. (2008). HR Practices and Commitment to Change: AnEmployee-Level Analysis. Human Resource Management Journal, 18 (1), 72–89.

Drummond, K. E. (1990). Human Resource Management for the Hospitality Industry . New York: Van Nostrand Publishing.

Evans, W. R., & Davis, W. D. (2005). High-Performance Work Systems and Organisational Performance: The Mediating Role of Internal Social Structure. Journal of Management, 31 (5), 758–775.

Gurbuz, S. (2009). The Effect of High Performance HR Practices on Employees’ Job Satisfaction. Journal of the School of Business Administration, 38 (2), 110–123.

Gusthart, J. L., Kelly, I. M., & Rink, J. E. (1997). The Validity of the Qualitative Measures of Teaching Performance Scale as a Measure of Teacher Effectiveness. Journal of Teaching in Physical Education, 16 (2), 196–210.

Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (2010). Multivariate Data Analysis (7th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.

Hassan, M. U., Nawaz, M. S., Abbas, G., & Sajid, M. I. (2013). Impact of High Performance Work Practices on Employee Loyalty and Financial Performance through Mediation of Employee Satisfaction: An Empirical Evidence from the Financial Sector of Pakistan. Middle-East Journal of Scientific Research, 16 (8), 1037–1046.

Hong, E. N. C., Hao, L. Z., Kumar, R., Ramendran, C., & Kadiresan, V. (2012). An Effectiveness of Human Resource Management Practices on Employee Retention in Institute of Higher Learning: A Regression Analysis. International Journal of Business Research and Management, 3 (2), 60–79.

India Today . 2019. Budget 2019: There’s Money for World Class Institutes, But Not Much for Education. Retrieved July 5, 2019, from https://www.indiatoday.in/budget-2019/story/budget-2019-world-class-institutes-education-sector-1562891-2019-07-05 .

Jyoti, J., & Rani, A. (2017). High Performance Work System and Organisational Performance: Role of Knowledge Management. Personnel Review, 46 (8), 1770–1795.

Jyoti, J., & Rani, A. (2019). Role of Burnout and Mentoring between High Performance Work System and Intention to Leave: Moderated Mediation Model. Journal of Business Research, 98 , 166–176. https://doi.org/10.1016/j.jbusres.2018.12.068 .

Kagioglou, M., Cooper, R., & Aouad, G. (2001). Performance Management in Construction: A Conceptual Framework. Construction Management and Economics, 19 (1), 85–95.

Kellner, A., Townsend, K., Wilkinson, A., Greenfield, D., & Lawrence, S. (2016). The Message and the Messenger: Identifying and Communicating a High Performance “HRM Philosophy”. Personnel Review, 45 (6), 1240–1258.

Khan, R. A. G., Khan, F. A., & Khan, M. A. (2011). Impact of Training and Development on Organizational Performance. Global Journal of Management and Business Research, 11 (7), 1–7.

Khera, S. N. (2010). Human Resource Practices and Their Impact on Employee Productivity: A Perceptual Analysis of Private, Public and Foreign Bank Employees in India. DSM Business Review, 2 (1), 65–86.

Mohamad, A. A., Lo, M. C., & La, M. K. (2009). Human Resource Practices and Organisational Performance. Incentive as a Moderator. Journal of Academic Research in Economics, 1 (2), 229–242.

Mondy, R. W. (2010). Human Resource Management (11th ed.). Upper Saddle River, NJ: Pearson.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2007). Human Resource Management: Gaining a Competitive Advantage . New York: McGraw-Hill.

Nykodym, N., Simonetti, J. L., Nielsen, W. R., & Welling, B. (1994). Employee Empowerment. Empowerment in Organisations, 2 (3), 45–55.

Odunlami, I. B. (2014). Impact of Customer Satisfaction and Customer Retention on Customer Loyalty: A Case Study of Enterprise Bank in Oyo. International Journal of Education and Research, 2 (9), 427–450.

Osman, I., Ho, C. F., & Galang, M. C. (2011). ‘The Relationship between Human Resource Practices and Firm Performance: An Empirical Assessment of Firms in Malaysia. Journal of Business Strategy Series, 12 (1), 41–48.

Pare, G., &Tremblay, M.2000. The Measurement and Antecedents of Turnover Intentions among IT Professionals. Retrieved November 3, 2017, from http://www.cirano.umontreal.ca/pdf/publication/2000s-33.pdf .

Shaheen, I., Sajid, M. A., & Batool, Q. (2013). Impact of HR Practices on Performance of Teachers in Colleges of Azad Kashmir. International Journal of Management Sciences & Business Research, 2 (3), 13–21.

Storey, A. (2002). Performance Management in Schools: Could the Balanced Scorecard Help? School Leadership & Management, 22 (3), 321–338.

Stumpfy, S. A., Doh, J. P., Tymon, W. G., & J.R. (2010). The Strength of HR Practices in India and Their Effects on Employee Career Success, Performance, and Potential. Journal of Human Resource Management, 49 (3), 353–375.

Waseem, S. N., Faroogi, R., & Afshan, S. (2013). Impact of Human Resource Management Practices on Teachers’ Performance: A Mediating Role of Monitoring Practices. Journal of Education and Social Sciences, 1 (2), 31–35.

Wati, H. (2011). The Effectiveness of Indonesian English Teachers Training Programs in Improving Confidence and Motivation. International Journal of Instruction, 4 (1), 79–104.

Wei, Y. C., Han, T. S., & Hsu, I. C. (2010). High-Performance HR Practices and OCB: A Cross-Level Investigation of a Casual Path. International Journal of Human Resource Management, 21 (10), 1631–1648.

Download references

Author information

Authors and affiliations.

Department of Commerce, University of Jammu, Jammu, Jammu and Kashmir, India

Jeevan Jyoti & Asha Rani

Jammu and Kashmir State Board of School Education, Jammu, Jammu and Kashmir, India

Poonam Sharma

You can also search for this author in PubMed   Google Scholar

Editor information

Editors and affiliations.

Hardeep Chahal

Department of Humanities and Social Sciences, Khalifa University, Abu Dhabi, United Arab Emirates

Vijay Pereira

Jeevan Jyoti

Rights and permissions

Reprints and permissions

Copyright information

© 2020 The Author(s)

About this chapter

Jyoti, J., Sharma, P., Rani, A. (2020). Assessing the Impact of Human Resource Management Practices on Teachers’ Performance through HR Analytics. In: Chahal, H., Pereira, V., Jyoti, J. (eds) Sustainable Business Practices for Rural Development. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-13-9298-6_11

Download citation

DOI : https://doi.org/10.1007/978-981-13-9298-6_11

Published : 30 May 2020

Publisher Name : Palgrave Macmillan, Singapore

Print ISBN : 978-981-13-9297-9

Online ISBN : 978-981-13-9298-6

eBook Packages : Business and Management Business and Management (R0)

Share this chapter

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE(MBA THESIS)

Related Papers

The study aims to identify the level of effectiveness in Human Resource Management (HRM) and its impact on employees' satisfaction in the banking sector of Jordan. A questionnaire was developed and administered to 540 employees in the banking sector of Jordan out of which 406 were returned to test research hypotheses. The findings revealed a high level of effectiveness of all HRM practices combined and for four individual practices (HR planning, staffing, training & development and performance appraisal); while, a medium level of compensation effectiveness was yielded. It has been found that employees' satisfaction level was medium. A strong positive relationship has been identified between the effectiveness of HRM and employees' satisfaction. The study recommended improving financial compensation system of banks, which would positively increase the level of employees' satisfaction. On the other hand, comparative studies between Islamic banks and commercial banks are highly suggested.

Bukola Babayeju

In the altering competitive environment, human resources are considered as one significant source for competitive advantage. The human resource systems can subsidize to persistent competitive advantage through enabling the expansion of competencies that the organization needs for its development. The findings revealed that the positive statistical relationships were found between the human resource management practices and organizational performance. The fundamental linkage between HRM practices and organizational performance will enable the HR managers to design packages that will bring out better operating results to attain higher organizational performance. When the organizations grip, gadget and evaluate these practices effectively, then ultimately it will culminate at the higher performance in the organization. Data was collected from the employees working in commercial banks in Dera Ismail Khan. The same data was then analyzed by using diverse statistical tools (correlation & regression analysis).

Usman Khalid

Middle-East Journal of Scientific Research

Procedia - Social and Behavioral Sciences

Didem Paşaoğlu

ERDOGAN KOC , Doç.dr. Nihat Kaya

International journal of academic research in accounting, finance and management sciences

sarina mohd nor

Euro Asia International Journals

In the present era of dynamic business environment, organisations are being posed with new challenges every day. Globalisation, Liberalisation, Mergers and Acquisitions, advances in communication and information technology, changing mix and values of workforce have created enormous challenges for business organisations. The sustainability and success of business organisations depends upon, how effectively these organisations use their resources. To cope with these challenges, human resources play very crucial role. Human Resource Management focuses on optimal utilisation and management of human resource capital to achieve maximum output. Effective human resource management encompasses wide spectrum of approaches and strategies starting from HR planning, Recruitment and Selection till the Separation of employees. The present study attempts to gain insight into HRM practices being followed by Public and Private sector banks and judge the satisfaction level of employees from these practices. A structured questionnaire is constructed containing various questions on three major dimensions of HRM i.e Recruitment & selection, Salary and Compensation, Training and Development. Survey on sample of 100 respondents from both the Public and Private sector Banks has been administered for the purpose of this study. The data is analysed using statistical measure of Chi Square test using SPSS. Keywords: Human Resource Management, Employee Satisfaction, Recruitment and Selection, Salary and Compensation, Training & Development, Chi Square Test

Abdirahim Abukar

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

Theses and Dissertations (Human Resource Management)

• UnisaIR Home
• College of Economic and Management Sciences
• School of Management Sciences
• Department of Human Resource Management
• By Issue Date

Search within this collection:

The copyright of the items in this collection belongs to the University of South Africa.

Recent Submissions

• Knowledge management framework for performance in a public sector organisation in Ghana  Abiru, Shaibu Ternni ( 2022-11 ) The emergence of knowledge-based economies globally, has emphasised knowledge management (KM) practices in organisations as the emerging path for employees’ performance effectiveness. To this effect, one important way of ...
• Human resource practices and retention of academics: a phenomenological inquiry  Ntuli, Faith ( 2023 ) The study explored the lived work experiences of academics working at a South African higher education institution (HEI) in order to obtain a better understanding of how this organisation can draw on factors relating to ...
• Exploring HRM support for expatriation management: career capital experiences and employability of expatriates in multinational companies  Singh, Asheena ( 2020 ) Research about Expatriate Management became more diverse or heterogenous. The aim of this study was to explore Human Resource Management (HRM) support from the career capital experiences of expatriates within the context ...
• Developing a psychological retention framework for private organisations  Mujajati, Ester ( 2022-10-31 ) The current research focused on exploring the relationship dynamics between the retention- related dispositions (organisational commitment, job embeddedness and hardiness) in relation to resilience-related behaviour ...
• A human resource risk management conceptual framework for academic staff retention in an Open Distance Electronic Learning university in South Africa  Molotsi, Tebogo Kefilwe ( 2021-02-28 ) The recruitment and retention of adequate and capable academics staff members with the right skills and knowledge in higher education institutions is a growing global problem. This is particularly the case in the African ...
• Examining the learning style preferences of offenders at the Johannesburg female correctional centre  Sivhidzho, Mulalo Unity ( 2021-02 ) The aim of this study was to examine the learning style preferences of offenders at the Johannesburg Female Correctional Centre. There are high numbers of offenders who drop out of correctional service school and ...
• Examining the relationship between the psychological contract, organisational committment and employee retention in the water control sector of South Africa  Ngakantsi, Israel Setlhogo ( 2022-01 ) The objectives of the study were: (1) to determine the relationship between psychological contract (measured by the Psychological Contract Questionnaire), organisational commitment (measured by the Organisational Commitment ...
• A model for maximising electronic human resource management macro-level consequences: the role of actors  Nyathi, Musa ( 2021-06 ) The use of electronic Human Resource Management (e-HRM) has increased phenomenally in recent years, in order to achieve various positive consequences such as lower costs, improved relations amongst and between e-HRM ...
• Towards a framework too enhance Millennials' and Generation Xers' well-being during the Covid-19 pandemic  Van der Linde, Bernadine Anine ( 2020-12 ) Orientation: While adversity causes devastation, it can also cause individuals to assume a new and positive perspective on life. Positive emotions can assist individuals in overcoming adversity, safeguard them against ...
• The relationship between generational cohorts, positive coping and retention factors amongst engineers  Samuel, Samantha ( 2022-04 ) This research focuses on the relationship between generational cohorts, positive coping and retention factors and to determine whether individuals differ significantly in terms of their demagogical variables (gender, race, ...
• The relationship between organisational justice, employee motivation and organisational commitment within a South African steel industry  Pikanegore, Roderick ( 2021-01 ) Previous studies on the effect of organisational justice, employee motivation, and organisational commitment are well documented—however, the association between these variables in a South African Steel industry is unknown. ...
• Talent management, work engagement and retention of professional nurses in Gauteng Academic hospitals  Lerotholi, Mpho ( 2021 ) This study investigated the relationships between talent management, work engagement and employee retention with the aim of enhancing the retention of professional nurses at Gauteng academic hospitals. The investigation ...
• Training needs analysis and talent management of administrative staff at a health sciences university  Matlakala, Heriet Nancy ( 2021-02 ) The aim of this research was to establish the link between the training needs analysis (TNA) process and talent management (TM) practices of administrative staff at a health sciences university (HSU). The nature of the ...
• The relationship between work ethics climate, retention factors and organisational commitment of nurses in a South African public hospital  Kau, Mahlamakiti Derisa ( 2021-04 ) Previous studies evidenced the association between work ethics climate, retention factors and organisational commitment separately. However, research combining all these variables have not yet been done. The purpose of the ...
• A human resource practitioner framework to support the engagement of academics in research ethics  Uys, Marie ( 2021-02 ) This study explored academic researchers’ engagement in research ethics at an OpenDistance Learning (ODL) institution in South Africa (SA), with the intention of discovering the way in which human resource management (HRM) ...
• A proposed trust management model for organisations: the case of the Ethiopian banking sector  Getachew Wagaw Temesgen ( 2021-05 ) Ethiopia, a developing country on the African continent, has experienced double digit growth during the last decade. To sustain this growth, the country needs a sound and healthy banking sector. Consensus exists that ...
• Human resource development enhances employee performance: a case of the City of Tshwane Metropolitan Municipality  Cutu, Sandisiwe ( 2021-06 ) Municipality is a sphere of government that is closest to the people and that deals with provision of services to the people of the country on daily basis. Therefore, human resource training is important to grow the skills ...
• Talent retention framework for the hospitality industry  Kruger, Patsy Loura ( 2020-12 ) This research study aimed to propose a talent retention framework for the hospitality industry in the Indian Ocean region by examining the relationship between fit, flourishing and organisational commitment in relation to ...
• The influence of supervisory behaviour and the internal work environment on employee-driven innovation and creativity in an open distance e-Learning institution in South Africa  Leach, Geraldine Christine ( 2020-01 ) Innovation and creativity are regarded as key drivers for organisational innovative success. Organisations that do not have a strategic focus on innovation and creativity and do not have a culture fostering innovative ...
• Constructing a framework for conflict management within a South African employment relations context  Holtzhausen, Magdalena Maria Elizabeth ( 2020-01 ) The general aim of the research was to investigate the components and nature of a psychosocial framework for conflict management in organisations. The research investigated the way in which such a framework manifests by ...

Search UnisaIR

All of unisair.

• Communities & Collections

This Collection

• Van der Linde, Bernadine Anine (2)
• Abiru, Shaibu Ternni (1)
• Adams, Gavin (1)
• Boikhutso, Tryphosa Mathakadu (1)
• Botha, Jo-Anne (1)
• Breedt, M. (1)
• Coetzee, Mariette (1)
• Cutu, Sandisiwe (1)
• De Bruyn, A.J. (1)
• Dominic, Uzhenyu (1)
• ... View More
• Organisational commitment (8)
• 658.3140968 (6)
• Employee retention -- South Africa (5)
• Organizational commitment -- South Africa (5)
• Training (5)
• Career adaptability (4)
• Human resource management (4)
• Performance management (4)
• Personnel management -- South Africa (4)
• Retention factors (4)

Date Issued

• 2020 - 2023 (21)
• 2010 - 2019 (26)
• 2000 - 2009 (2)

Has File(s)

• View Usage Statistics

Advancing social justice, promoting decent work ILO is a specialized agency of the United Nations

The ILO Declaration on Fundamental Principles and Rights at Work , adopted in 1998 and amended in 2022, is an expression of commitment by governments, employers' and workers' organizations to uphold basic human values - values that are vital to our social and economic lives. It affirms the obligations and commitments that are inherent in membership of the ILO, namely:

• freedom of association and the effective recognition of the right to collective bargaining;
• the elimination of all forms of forced or compulsory labour;
• the effective abolition of child labour;
• the elimination of discrimination in respect of employment and occupation; and
• a safe and healthy working environment.

Read the full text of the Declaration

Follow-up to the Declaration

The commitment is supported by a Follow-up procedure. The aim of the follow-up is to encourage the efforts made by the Members of the Organization to promote the fundamental principles and rights enshrined in the Constitution of the ILO and the Declaration of Philadelphia and reaffirmed in the 1998 Declaration.

This follow-up has two aspects based on existing procedures:

• The Annual follow-up concerning non-ratified fundamental Conventions will entail merely some adaptation of the present modalities of application of article 19, paragraph 5(e), of the Constitution.
• The Global Report on fundamental principles and rights at work that will serve to inform the recurrent discussion at the Conference on the needs of the Members, the ILO action undertaken, and the results achieved in the promotion of the fundamental principles and rights at work.

There is a third way to give effect to the Declaration, the Technical Cooperation Projects which are designed to address identifiable needs in relation to the Declaration and to strengthen local capacities thereby translating principles into practice.

Annual Review under the follow-up to the Declaration

Member States that have not ratified one or more of the fundamental ILO instruments directly relating to the principles and rights stated in the Declaration, including the Protocol of 2014 to the Forced Labour Convention, 1930 , are asked each year to report on the status of the relevant rights and principles within their borders. The reporting process provides governments and social partners with an opportunity to state what measures have been taken towards achieving respect for the Declaration, as well as to note impediments to ratification of the relevant instruments and areas where assistance may be required.

On the basis of the governments’ annual reports and observations by employers’ and workers’ organizations, the International Labour Office prepares and updates country baselines , which serve as a starting point to evaluate the extent to which the fundamental principles and rights at work are given effect in practice. The baselines also aim at facilitating the governments’ future reporting obligations.

• See all country baselines under the 1998 Declaration Annual Review

Five Fundamental Principles and Rights at Work

Freedom of association and the right of collective bargaining

Elimination of forced or compulsory labour

Abolition of child labour

Elimination of discrimination at work

A safe and healthy working environment

Integrated Strategy on Fundamental Principles and Rights at Work 2017-2023

The teeth of the ILO - The impact of the 1998 ILO Declaration on Fundamentals Principles and Rights at Work