scholarly journals Impact of Employee Grievance Identification Strategies on Job Performance with Special Reference to Info Park and Techno Park, Kerala

2021 ◽  
Vol 10 (1) ◽  
pp. 33-35
Author(s):  
M. Dhanabhakyam ◽  
P. Monish
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Health And Safety ◽  
Training And Development ◽  
Formal Structure ◽  
It Industry ◽  
Job Commitment ◽  
Management Techniques ◽  
The Relationship

Employee grievance management is considered as the most important aspects of every organization. These grievances may arise from working conditions, health and safety, performance appraisal, relationship with superior and subordinates, training and development activities and personal aspects. Some of the psychological and behavioral aspects are also leads to employee grievances. Grievances are not complaints. The registered complaints or complaints followed formal structure are known as grievances. IT industry faced many challenges over years. Talent management and change management issues, performance management and digitalization are some of the key areas. Hence lot of grievance is filed by employees related with these aspects also. Hence a better grievance management system is essential for every organization which significantly contributes towards job commitment, job involvement, job attachment, productivity, and morale. This paper tries to prove the relationship between various grievance management techniques with job performance of employees in Techno Park and Info Park in Kerala.

scholarly journals The Impact of Human Resources Management Practices on Job Performance: The Case of Nurses at Siloam Lippo Village Hospital

2020 ◽  
Vol 15 (3) ◽  
Author(s):  
Ditta Amelia ◽  
Rosdiana Sijabat
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Performance Appraisal ◽  
Management Practices ◽  
Human Resources Management ◽  
Training And Development ◽  
Resources Management ◽  
Human Resource Management Practices ◽  
The Impact ◽  
The Relationship

<p>Human resources management has a huge role in increasinghospital performance. This study aimed to examine the effect of compensation, performance appraisal, recruitment and selection, teamwork, training, and development, on nurses' performance at the Siloam Lippo Village Hospital. A simple random sampling technique was used to collect data for this study. A questionnaire was distributed among 210 nurses at the hospital. The PLS-based Structural Equation Modeling (SEM) approach was used to check the impact of human resource management practices on job performance. The organizational commitment was used as a mediator variable on the relationship between human resource management practices and job performance. The results indicate that teamwork and organizational commitment have a significant impact on nurses' performance. This study also finds that compensation, performance appraisal, and training and development have a significant impact on organizational commitment, which leads to an increase in the nurses' performance. Organizational commitment significantly mediates the relationship between performance appraisal, teamwork, training and development, and job performance.</p>

scholarly journals E- HRM Practices in the IT Industry with Special Reference to the State of Karnataka

2019 ◽  
Vol 8 (3S3) ◽  
pp. 249-253
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Training And Development ◽  
It Industry ◽  
Performance Management Systems ◽  
The Face ◽  
Self Service ◽  
Employee Self Service ◽  
Different Levels

Human resource management is constantly evolving into a technology-based service provider to their employees. In today’s organizations, employees see the face of HR as an Intranet portal rather than a human on the other side. This transformation of Human Resource services through technology is now being coined as E-HRM or electronic human resource. The Use of E-HRM in today’s Organizations, are in many function areas such as training and development, performance management systems, hiring and employee self-service. Organisations who adopt HR technology tools outperform those that do not. Interestingly early on the HR department was the last recipient of IT benefits in any organization, it started from keeping the database of the employees. In the present scenario employees are considered as the strategic partners of the organization and the use of high-end software have changed the face of HR departments and a new term has been coined as E-HRM. This present paper tries to evaluate the role of E-HRM in IT companies and also to measure the acceptance and effectiveness of the same at the different levels of management.

Performance Management

2009 ◽  
Author(s):  
Gary P. Latham ◽  
Lorne M. Sulsky ◽  
Heather MacDonald
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Discrete Time ◽  
Time Intervals ◽  
Management Performance ◽  
Appraisal Process ◽  
Ongoing Process ◽  
Time Period ◽  
Or Team

A distinguishing feature of performance management relative to performance appraisal is that the former is an ongoing process whereas the latter is done at discrete time intervals (e.g. annually). Ongoing coaching is an integral aspect of performance management. Performance appraisal is the time period in which to summarize the overall progress that an individual or team has made as a result of being coached, and to agree on the new goals that should be set. Common to the performance management/appraisal process are the four following steps. First, desired job performance must be defined. Second, an individual's performance on the job must be observed. Is the person or team's performance excellent, superior, satisfactory, or unacceptable? Third, feedback is provided and specific challenging goals are set as to what the person or team should start doing, stop doing, or be doing differently. Fourth, a decision is made regarding retaining, rewarding, training, transferring, promoting, demoting, or terminating the employmemt of an individual.

scholarly journals Influence of Teacher Performance on Learning Achievement in Public Secondary Schools in Kisii County, Kenya

2018 ◽  
Vol 10 (2) ◽  
pp. 21
Author(s):  
Gilbert Morara Nyakundi
Keyword(s):  
Secondary Schools ◽  
Student Learning ◽  
Performance Management ◽  
Performance Appraisal ◽  
Quantitative Research ◽  
Teacher Performance ◽  
Student Feedback ◽  
Analysis Model ◽  
Learning Achievement ◽  
The Relationship

AbstractExtant literature suggests that regular appraisal of teachers lead to progress in student learning achievement. However, the influence of teacher performance on achievement is not well documented hence the need for this study whose objectives were to (1) determine the relationship between teacher appraisal ratings and student learning achievement, (2) establish the relationship between student feedback ratings and learning achievement and (3) determine the influence of teacher performance on student learning achievement. Based on Locke’s goal-setting and Vrooms’ expectancy theories this study adopted explanatory sequential mixed methods design with population of 50,379 comprising 333 principals, 3,426 teachers and 46,620 students and a stratified sample of 397. Questionnaire reliability was .779 and .783 for teachers and students respectively. Quantitative research findings for the first and second objectives yielded Pearson’s Correlation Coefficient r (27) = -.008, p=.484 (performance appraisal ratings) and r (27) = -.085, p=.331 (student feedback ratings) showing that appraisal ratings and student feedback ratings were not significantly related to learning achievement since p-values obtained were more than the critical alpha (α) set at .05 level of significance. For the third objective, the regression analysis model constructed to test the influence of teacher performance on learning achievement yielded Persons’ R=.085 indicating a weak positive relationship between the two variables. The R-Squared (R²) computed yielded a value of .007, suggesting that teacher performance explained .7% of student learning achievement. Qualitative findings confirmed that performance appraisal contributed minimally to student achievement due to weaknesses of the appraisal policy, low teacher motivation, student characteristics, principal’s characteristics and home background factors. It is thus recommended that Teachers Service Commission should consider expanding performance appraisal for teachers in secondary schools. In addition, all stakeholders should participate in capacity building programmes to strengthen the performance management process. Finally, further research to develop a performance management model for schools is essential.

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 relationship between work–life balance and job satisfaction: moderating role of training and development and work environment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alex Aruldoss ◽  
Kellyann Berube Kowalski ◽  
Miranda Lakshmi Travis ◽  
Satyanarayana Parayitam
Keyword(s):  
Job Satisfaction ◽  
Work Environment ◽  
Job Stress ◽  
Training And Development ◽  
Hierarchical Regression ◽  
Content Type ◽  
Job Commitment ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this study is to investigate the relationship between work–life balance (WLB) and job stress, job commitment and job satisfaction. Further, the role of work environment and training and development as moderators in the relationship between WLB and its consequences is investigated.Design/methodology/approachUsing a structured survey instrument, this paper gathered data from 331 respondents working in a transportation company in southern part of India. After checking the psychometric properties of the structured survey instrument, the authors analyzed data using hierarchical regression and structural equation modeling.FindingsThe hierarchical regression results indicated that WLB is (1) negatively related to job stress, (2) positively related to job satisfaction and (3) positively related to job commitment. The results also indicated that (1) job stress is negatively related to job satisfaction, and (2) job commitment is positively related to job satisfaction. The results also support that work environment is a moderator in the relationship between (1) WLB and job stress, and (2) WLB and job satisfaction. Results also documented that training and development is a moderator in the relationship between (1) job stress and job satisfaction, and (2) job commitment and job satisfaction.Research limitations/implicationsSince the present research is based on self-report measures, the limitations of common method bias and social desirability are inherent. However, the authors have taken sufficient care to minimize these limitations. The research has implications for managers in work organizations.Practical implicationsThis study contributes to both literature on human resource management and practicing managers. The study suggests that employers need to be aware of the importance of WLB and invest moneys into training and development programs. Results also suggest maintaining congenial work environment to help employees maintain balance between work and life.Social implicationsThe study is expected to contribute to the welfare of the society in terms of identifying the consequences of WLB.Originality/valueThis study provides new insights about the consequences of WLB through moderating role of training and development and work environment. To the authors’ knowledge, this is a conceptual model developed and tested and first of its kind in India.

scholarly journals The Impact of Training and Development on Job Performance in Ugandan Banking Sector

2015 ◽  
Vol 6 (2) ◽  
pp. 65 ◽  
Author(s):  
Kanyesiga Johnson Amos ◽  
Bazinzi Natamba
Keyword(s):  
Job Performance ◽  
Banking Sector ◽  
Evaluation Process ◽  
Training And Development ◽  
Training Needs ◽  
Knowledge Application ◽  
Independent Variables ◽  
Training Technique ◽  
The Impact ◽  
The Relationship

The study examined the impact of training and development on job performance in the Banking sector in Uganda among the selected four banks of Equity Bank, Bank of Africa, Barclays Bank Uganda and Centenary Bank and specifically looked at the relationship between training needs identification, training methods, monitoring, evaluation of training and job performance in the banking sector in Uganda. The study used correlation research design to address the relationship between variables. The study involved managers, heads of departments at each bank and employees. Data was collected using questionnaires to facilitate quantitative approaches in the study. Data was analyzed at three levels that is; univerariate, bi-variate and multi-variate. Univeriate analysis fetched descriptive statistics in form frequencies and percentages while bivariate analysis obtained correlations between variables. At multivariate level a logistic regression model was used to ascertain the magnitude of effect of each independent variable on the dependent variable. Study findings at a bi-variate level revealed a positive and significant relationship between the independent variables (identify training needs, identify training objectives, training content, on the job training technique, off the job training technique, skills application and Knowledge application) and the dependent variable (job performance). At the multi-variate level, it was revealed that all independent variables except knowledge application in the training and evaluation process explain 69% of job performance in the model. It was concluded that identification of training objectives, identification of training objectives and skills application have a positive significant effect on job performance in the banking sector in Uganda. It was therefore recommended that there is need to need to streamline the needs assessment process before the training process, endeavor to clearly define training objectives and have a strict monitoring and evaluation process on trainees.

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 The Moderating Effect of Employee Satisfaction on the Relationship of Goal-Setting and Purposes, Fairness and Rating Scale Format with Employee Job Performance

2020 ◽  
Vol 6 (1) ◽  
pp. 309-320
Author(s):  
Muhammad Asad Khan ◽  
Altaf Hussain ◽  
Mohammad Hanif Khan
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Goal Setting ◽  
Employee Satisfaction ◽  
Rating Scale ◽  
Moderating Effect ◽  
Survey Questionnaire ◽  
Relationship Of ◽  
The Relationship ◽  
Scale Format

The aim of this article is to explore the moderating effect of employee satisfaction on the relationship of goal-setting and purposes, fairness and rating scale format with employee job performance in the academic setting. Data were collected through survey questionnaire from 300 employees working in six public sector universities of KP, Pakistan. Multiple regression analysis has been used to test the hypothesis. The dimensions of the performance appraisal were found to be significantly correlated to employee job performance and employee satisfaction played a crucial role in moderating this relationship. Potential reasons and suggestions for managers and employees are discussed. The paper adds to the current pool of knowledge on the links among goal-setting and purposes, fairness, rating scale format, employee satisfaction and employee job performance. Various facets of these constructs were analyzed, so as to give an extensive and more ample understanding of the determinants that influence employer and employees

Sign in / Sign up

Export Citation Format

Share Document