scholarly journals The mediating role of Quality Management in the relationship between human resource practices and organizational performance in the Greater Salt Municipality: الدور الوسيط لإدارة الجودة في العلاقة بين ممارسات الموارد البشرية والأداء التنظيمي في بلدية السلط الكبرى

2021 ◽  
Vol 5 (14) ◽  
pp. 67-49
Author(s):  
Talal Saleh AbdulKarim Al-Hiyasat Talal Saleh AbdulKarim Al-Hiyasat
Keyword(s):  
Quality Management ◽  
Public Relations ◽  
Organizational Performance ◽  
Human Resource ◽  
Reward System ◽  
Training And Development ◽  
Human Resource Practices ◽  
Recruitment And Selection ◽  
The Relationship

This research aimed to identify The Moderator Role of Quality Management on the Relationship between Human Resource Practices and Organizational Performance in the Greater Salt Municipality, and the research sample consisted of (27) respondents from administrators and workers in the following departments (Personnel Affairs Department, Public Relations Department, and General Bureau Department, And the Administrative and Legal Affairs Department) in the Greater Salt Municipality. The research found a number of results, the most important of which is that the general mean of all items to measure the degree of human resource practice in the following sections (Personnel Affairs Department, Public Relations Department, General Bureau Department, and Administrative and Legal Affairs Department) in the Greater Salt Municipality reached (4.27), which indicates The degree of strong agreement among the study sample members regarding the level of measurement of the degree of human resource practice in the Greater Salt Municipality, and that there is a strong degree on the availability of the practice of recruitment and selection, the level of performance evaluation, and the availability of elements for the practice of the reward system, and the practice of training and development in the Greater Salt Municipality, but it differs in terms of List them by the way they are set up and organized. The research also found that the general mean of all the measures of quality management in the Greater Salt Municipality reached (4.21), which indicates a strong degree of agreement between the study sample members of the role of the following sections (Personnel Affairs Department, Public Relations Department, General Bureau Department, and Affairs Department Administrative and Legal) in measuring quality management in the Greater Salt Municipality. As for discussing hypotheses, the research found that there is a statistically significant relationship between human resource practices (recruitment and selection, training and development, reward system, and performance evaluation) and the organizational performance in the Greater Salt Municipality. Finally, the researchers concluded that there is a significant difference in the role of quality management as a mediating variable on the relationship between human resources practices and organizational performance in the Greater Salt Municipality.

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

scholarly journals Relationship between human resource management practices, ethical climates and organizational performance, the missing link

2019 ◽  
Vol 3 (1) ◽  
pp. 50-69 ◽  
Author(s):  
Malam Salihu Sabiu ◽  
Kabiru Jinjiri Ringim ◽  
Tang Swee Mei ◽  
Mohd Hasanur Raihan Joarder
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Content Type ◽  
Hrm Practices ◽  
Ethical Climates ◽  
Recruitment And Selection ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the influence of human resource management (HRM) practices, (recruitment and selection) and organizational performance (OP) through mediation role of ethical climates (ECs) in Nigerian educational agencies.Design/methodology/approachQuantitative data were collected from 181 educational agencies represented by director of administration; SmartPLS-SEM was used in testing the relationship, as well as testing the mediating effect of ECs.FindingsThe results revealed strong support for the mediating role of ECs on the relationship between HRM practice (recruitment and selection) and OP.Research limitations/implicationsPolicy makers and executives in educational agencies need to consider making appropriate decision in terms of effectively adopt and implement performance-based HRM practices that can encourage and create ethical behavior of employees’ and within organization. Through the adoption and utilization of these practices, educational agencies can enhance OP.Practical implicationsThis study contributes to the understanding of the relationship between HRM and OP by clarifying a pathway between these variables. This study also generalizes consistent findings on the HRM practices and OP relationship to a different discipline and context, i.e. educational agencies.Originality/valueThis study adds to the domain of resource-based view by incorporating EC as a mediator between HRM practices and OP.

Islamic human resource practices and organizational performance

2015 ◽  
Vol 6 (1) ◽  
pp. 2-18 ◽  
Author(s):  
Ilhaamie Abdul Ghani Azmi
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Content Type ◽  
Significant Relationships ◽  
Type Of Institution ◽  
Relationship Of ◽  
The Relationship ◽  
Islamic Organizations

Purpose – This paper aims to assess the relationship between Islamic human resource practices and organizational performance. Design/methodology/approach – The simple random technique on 300 Islamic organizations in Malaysia was used. In all, 120 completed questionnaires were returned, but only 114 were usable. Findings – There are some positive and significant relationships between Islamic human resource practices and organizational performance. Basically, there is only one Islamic human resource practice, namely, training and development practice, that is positively and significantly related to organizational performance. Research limitations/implications – This study is only limited to the Islamic organizations that are implementing Islamic human resource practices in total. Thus, the findings could only be generalized to this type of institution. Practical implications – Thus, the Islamic organizations should emphasize on this practice to obtain higher organizational performance. Social implications – Islamic human resource practices emphasize on the instillation of Islamic values in the practices that are universal in this world. Thus, through its implementation, the betterment of the society will be obtained in terms of psychology, moral and spiritual aspects. Cooperation, teamwork and harmony could also be steadfast not only in the organizations but also in the society. Originality/value – There are few studies done on finding the relationship of Islamic human resource practices and organizational performance. Thus, this paper provides some empirical findings on this matter.

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

scholarly journals Unravelling the HRM practices and performance link in Malaysian SMEs: The role of organizational innovation

2021 ◽  
pp. 1111-1120 ◽  
Author(s):  
Nazlina Zakaria ◽  
Francis Chuah Chin Wei ◽  
Nor Azimah Chew Abdullah ◽  
Rushami Zien Yusoff
Keyword(s):  
Organizational Performance ◽  
Performance Appraisal ◽  
Organizational Innovation ◽  
Strong Relationship ◽  
Training And Development ◽  
Linkage Data ◽  
Hrm Practices ◽  
And Performance ◽  
The Relationship

Many studies have focused on direct link between HRM practices and organizational performance. There is a strong relationship between these two variables that driven further research to identify the mechanism through which such relationship exists. Following resource-based view (RBV), the aim of this research was to investigate the indirect effect of organizational innovation on HRM practices-performance linkage. Data was collected from owners/managers of manufacturing SMEs in West Malaysia. 331 (60.5%) distributed questionnaires were received and analyzed through PLS-SEM. Out of six hypotheses on mediation, only one hypothesis was rejected. The findings strongly supported the RBV theory when organizational innovation significantly mediated the relationship. These results clearly indicate that organizational innovation plays an intermediate role between HRM practices (i.e. communication and information sharing, compensation, selection, performance appraisal, and training and development) and organizational performance of SMEs.

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shagufta Showkat ◽  
Siddharth Misra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Diversity Management ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

scholarly journals The mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public sector

2017 ◽  
Vol 36 (5) ◽  
pp. 626-643 ◽  
Author(s):  
Fathi Mohamed Al Damoe ◽  
Kamal Hamid ◽  
Mohmad Sharif
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Training And Development ◽  
Mediating Effect ◽  
Content Type ◽  
Hrm Practices ◽  
Recruitment And Selection ◽  
The Relationship ◽  
And Training

Purpose Despite the fact that previous studies have identified a possible mediator (organizational climate) in the HRM practices-HR outcomes link, the role of organizational climate as a mediator has, however, not been accorded the respect it deserves in the HRM practices-HR outcomes relationship. Moreover, studies on organizational climate are still scarce and have often focused on western organizations. The purpose of this paper, among others, is to examine the direct effect of HRM practices on the HR outcomes within the context of Libyan organizations. It further investigates whether organizational climate mediates the influence of HRM practices on the HR outcomes within the context of Libyan organizations. Design/methodology/approach This paper uses multiple regression analysis on a sample of Libyan organizations. Findings Regarding the findings, first, the paper finds that organizations that adopt HRM practices, such as performance appraisal, compensation and rewards and HR planning achieve significant HR outcomes. The finding also indicates that recruitment and selection and training and development are not good predictors of HR outcomes in the organization. Finally, the study reveals that the influence of HRM practice dimensions such as performance appraisal, compensation and reward and HRP on organizational performance is mediated by the presence of organizational climate; on the other hand, organizational climate fails to mediate the influence of both recruitment and selection and training and development on the HR outcomes. This study suggests that not all HRM practices are influenced by organizational climate of the organizations in Libya, and this may be due to the present environmental situation in Libya. Originality/value The study is deemed as an initial attempt to investigate the mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public organizations. This finding acts as a springboard for further research and a wake-up call to the organizations in Libya to evaluate the importance of organizational climate in achieving HR outcomes in a volatile environment.

scholarly journals HUMAN RESOURCE MANAGEMENT PRACTICES AND NIGERIAN BANKS’ PERFORMANCE

2020 ◽  
Vol 2 (1) ◽  
pp. 124-140
Author(s):  
Ali Ibrahim ALASAN ◽  
Julius Paul EYANUKU
Keyword(s):  
Regression Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Commercial Banks ◽  
Management Practices ◽  
Training And Development ◽  
Human Resource Management Practices ◽  
Recruitment And Selection

The importance of human resource management practices has gained acceptance and wide recognition in a cross-cultural context. Several studies, examining the procedures and practices of human resource management (HRM) and its implementation aspects have emerged, and been applied in different contexts. Achieving better employee performance has been a significant focus for both private and public organisations. Hence there is need to investigate how human resource (HR) practices impact upon organizational performance. This research focuses on three HRM variables, that is, training and development, recruitment and selection and remuneration, and the impact on organizational performance. Using a survey method, data was collected from 257 employees working in commercial banks, Ikorodu. This study analysed the data using descriptive statistics like the mean, median, maximum and standard deviation toanalyse the characteristics of the variables. On the other hand, the hypotheses were tested using regression analysis. We further carry out normality test before performing regression analysis on each of the variables as shown in the following model specification, which tallies with our Research Questions, Research Objectives and Research Hypotheses. The findings revealed that training and development is positively related to organizational performance in commercial banks in Nigeria, the study concludes that, Training and Development will grants the employee’s more insight and control over their jobs. Similarly, in the case of Recruitment and Selection and organizational performance, the study concludes that, employees with good motivational package have more confidence in their capabilities, thus remaining more committed to their organisations. This in-turn boosts organizational performance. Conversely, the study reported a statistical insignificant relationship between Remuneration and organizational performance in commercial banks in Nigeria

Sign in / Sign up

Export Citation Format

Share Document