scholarly journals The Impact of HRM Practices on Job Satisfaction in the select Star Hotels of Coimbatore

2019 ◽  
Vol 8 (10S) ◽  
pp. 180-191
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Employee Job Satisfaction ◽  
Hrm Practices ◽  
The Impact

Employees are the greatest asset for any organization and they are pivotal to organization’s effectiveness. Satisfied employees can contribute more to the attainment of organizational goals (Maimako, 2016). According to literature survey(Jeet, 2014; Hassan,2013) the high level of employee job satisfaction will lead to lower turnover, increase in production, increase in customer service, cost reduction in recruitment and selection,lower training cost and improvement in team work.Oyeniyi,Afolabiand Olayanju(2014) and Maimako, (2016)state thatgood Human Resource Management (HRM) practices like training and development, performance appraisal, compensation and safety and health have direct impact on employee job satisfaction and this leads to increase in satisfaction level. For this research, five HRM practices (Staffing; Training and Development, Performance Appraisal, Performance Rewards, and Internal Communication System) were taken to find theirimpact on Job satisfaction. Data collected from ten star hotels in Coimbatore city show that human resource management practices have positive impact on job satisfaction. The moderation effects of gender and salary also have had animpact on employee job satisfaction.

scholarly journals Human Resource Management (HRM) Practices and Employee Job Satisfaction at a Public Corporation in Qatar

2021 ◽  
Vol 3 (26) ◽  
pp. 53-73
Author(s):  
Dr. Thamer Mohammed Maharmeh ◽  
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Simple Random Sample ◽  
Employee Job Satisfaction ◽  
Hrm Practices ◽  
Public Corporation ◽  
The Impact

Recognizing the importance of human resource management (HRM) practices, and their effects on employee behaviors and attitudes, many studies investigated the correlation between HRM practices and employee job satisfaction. The overall objective of this research is to investigate the impact of HRM practices (training and development and performance management) on employee satisfaction in case of a public corporation in Qatar. In order to meet the objectives of the research, and in order to answer its questions, a survey questionnaire was developed and distributed to a simple random sample of (92) employees, who work for a public corporation in Qatar. The total number of the returned surveys was (78) surveys. This means that the response rate was 84%. Results of data analysis revealed that there is positive and strong correlation between HRM practices and employee job satisfaction. HRM practices explain 22% of employee job satisfaction, while other factors explain 78%. Based on that, it was suggested to develop HRM practices in order to foster employee job satisfaction. It was also suggested to carry future researches to investigate other factors that may drive employee job satisfaction.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

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 THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

2020 ◽  
Vol 21 (1) ◽  
pp. 222-229
Author(s):  
Arta Jashari ◽  
Enver Kutllovci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Association ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

scholarly journals The effect of human resource management practices on employee`s job satisfaction: A case study on Japanese agribusiness in Vietnam

2021 ◽  
pp. 1463-1472 ◽  
Author(s):  
Tran Thi Hoai Thu ◽  
Rie Watanabe ◽  
Tsuyoshi Sumita
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Supervisor Support ◽  
Training And Development ◽  
Working Environment ◽  
Positive Effects ◽  
Human Resource Management Practices

This paper aims to study the relationship between human resource management practices (including work itself, training and development, supervisor support, co-workers ‘relation, salary, and working environment) and job satisfaction among employees in Japanese agri-businesses in Vietnam. The structured questionnaires were distributed to 200 employees to collect the primary data out of which 179 useable were returned to test the research hypotheses. Results shows that the work itself, training and development, co-workers’ relation, salary and working environment had positive effects on employees’ job satisfaction. However, there were no relationship found between supervisor support with job satisfaction. Finally, based on the results of qualitative and quantitative evidence as well of the comprehensive interview, some suggestions were given to human resource management practices in Japanese agricultural companies to achieve high level of job satisfaction.

Impact of human resource management on performance in competitive priorities

2016 ◽  
Vol 36 (2) ◽  
pp. 114-134 ◽  
Author(s):  
Jorge Andrés Vivares-Vergara ◽  
William Ariel Sarache-Castro ◽  
Julia Clemencia Naranjo-Valencia
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Empirical Evidence ◽  
Human Resource ◽  
Management Practices ◽  
Manufacturing Companies ◽  
Competitive Priorities ◽  
Content Type ◽  
Hrm Practices ◽  
The Impact

Purpose – Human resource management (HRM) is considered an important issue in operations strategy (OS). Furthermore, OS effectiveness depends on performance in competitive priorities (CP). However, little empirical evidence exists about the relationship between them. Thus, the purpose of this paper is to investigate the impact of HRM on performance in CP. Design/methodology/approach – The research was conducted by surveying a sample of medium and large manufacturing companies in the Colombian coffee region. Three groups of variables were studied: performance in CP, HRM practices and factors related to employees. A regression analysis was conducted to test the hypotheses. Findings – No significant relationship was found between HRM practices and performance in CP. Regarding the factors related to employees, two findings were relevant: first, when the companies involve features about the individuals in OS decision making (motivations, personal goals, abilities, etc.) better performance can be observed in CP; second, when employees reach a higher level of satisfaction and job performance, the performance in CP improves as well. Practical implications – Considering the importance of HRM practices, appropriate adjustment and application should be sought to improve company performance. Furthermore, factors related to employees (features about the individuals, job satisfaction and employee performance), must be properly aligned with the OS. Originality/value – The paper addresses an issue supported by little empirical evidence. Because few studies have considered the total set of CP identified in the literature review, the authors applied an indicator to establish the global performance of the production system according to the market requirements. Traditionally, HRM has been studied from the perspective of management practices, giving little attention to employees. In this research, the authors consider not only this perspective but also the effects of factors related to employees on performance in CP when they are aligned with the OS.

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