scholarly journals Pay for Performance, Performance Management, and Internal Promotional Opportunities of Human Resource Practices with Job Performance

2019 ◽  
Vol 15 (1) ◽  
pp. 49
Author(s):  
Nasina Mat Desa ◽  
Muhammad Hasmi Abu Hassan Asaari
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Task Performance ◽  
Human Resource ◽  
Pay For Performance ◽  
Contextual Performance ◽  
Human Resource Practices ◽  
Human Resource Managers ◽  
Manufacturing Companies ◽  
The Impact

This study explores the relationship and the impact of pay for performance, performance management, and internal promotional opportunities of human resources practices toward task performance and contextual performance of job performance. The study was conducted on the electrical and electronics (E&E) engineers in the Bayan Lepas Free Trade Zone, Penang. Self-administered questionnaires were distributed through the E&E manufacturing companies’ human resource managers. A total of 1,100 questionnaires were distributed that adapted and adopted the research tools of Rhoades et al. on pay for performance, Allen et al. on performance management, Wayne et al. on internal promotional opportunities, Williams and Anderson on task performance, and Hochwarter et al. on contextual performance. A total of 181 were returned but 150 questionnaires were useable for this study. The engineers indicated that only the internal promotional opportunities had a relationship with task performance and contextual performance. On the other hand, pay for performance and performance management had a relationship with contextual performance but not with task performance. Moreover, engineers indicated that none of the human resource practices, namely pay for performance, performance management, and internal promotional opportunities, had an impact on both of their job performance, namely task performance and contextual performance.

scholarly journals Participation in Activities and Autonomy with an Impact toward Task Performance and Contextual Performance among Engineers

2019 ◽  
Vol 14 (12) ◽  
pp. 79
Author(s):  
Nasina Mat Desa ◽  
Muhammad Hasmi Abu Hassan Asaari ◽  
Azley Abd Razak
Keyword(s):  
Job Performance ◽  
Task Performance ◽  
Contextual Performance ◽  
Human Resource Managers ◽  
Manufacturing Companies ◽  
Work Related ◽  
Resource Managers ◽  
The Impact ◽  
The Relationship ◽  
Moderate Relationship

This study explores the relationship and the impact of the participation in related activities and autonomy of job performance toward task performance and contextual performance of job performance. The study was conducted on the electrical and electronics (E&E) engineers in the Bayan Lepas Free Trade Zone, Penang. Self-administered questionnaires were distributed through the E&E manufacturing companies’ human resource managers. A total of 1,100 questionnaires were distributed that adapted and adopted the research tools of Govino on participation in related activities, Conway and Monks on autonomy, Williams and Anderson on task performance, and Hochwarter et al. on contextual performance. A total of 181 were returned but 150 questionnaires were useable for this study. A factor analysis was conducted on all variables of the study. Interestingly, participation in work-related variables had been divided into participation in HR-related activities and participation in work-related activities. Results indicated that participation in HR-related activities had no association with task performance but had a low relationship with the contextual performance. Furthermore, the participation in work-related activities had no relationship with both, the task performance and the contextual performance. Finally, the engineers indicated that their autonomy had a low relationship with the task performance and moderate relationship with the contextual performance.

scholarly journals The Impact of performance management on improving human resources management’s elements at Al Hikmah Pharmaceutical Company (Public shareholding)

2021 ◽  
Vol 10 (2) ◽  
pp. 415-425
Author(s):  
Mah’d Hussein Abu Joma
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Pharmaceutical Company ◽  
Task Performance ◽  
Human Resources Management ◽  
Contextual Performance ◽  
Study Data ◽  
Study Results ◽  
Management Factors ◽  
The Impact

The study aimed to identify the impact of Performance management’s dimensions (Task performance & Contextual performance) on improving human resources management’s elements in Al Hikmah Pharmaceutical Company. The study sample consisted of the employees working of Al Hikmah Pharmaceutical Company where 302 questionnaires were distributed to the employees working in in the company in Jordan; (12) questionnaires were excluded because they were not valid for analysis. The study used the descriptive analytical method. The study data was collected through a specially designed questionnaire for this purpose. The results of the study showed that the performance management factors (Task performance & Contextual performance) factors in Al Hikmah pharmaceutical company, the values of their arithmetic averages ranged between (3.675- 4.149) and according to the adopted scale, all these values are (high), which confirms the presence of a high impact of both performance management factors on all factors of human resources management in Al hikmah company. The study also showed that there is a discrepancy in the amount of the impact of performance management factors on the stages of human resources management’s elements, as follows: 1-The training and development. factor came first, 2-The organizational culture. factor came second, 3-The evaluate performance factor came third. Human resources management’s elements have been influenced to a lesser extent by the performance management factors. Based on the study results, researcher recommended the necessity of adapting Performance management by administration's leaders so as to develop the human resources department’s elements in the company because this contributes to raise productivity of it, which also means bigger market share, better revenues, best quality, then driving organization to achieve its goals.

scholarly journals Impact of digital transformation on the individual job performance of insurance companies in Peru

2020 ◽  
pp. 337-346
Author(s):  
Carla Victoria Guzmán-Ortiz ◽  
Nohelia Gabriela Navarro-Acosta ◽  
Wilmer Florez-Garcia ◽  
Wagner Vicente-Ramos
Keyword(s):  
Job Performance ◽  
Task Performance ◽  
Customer Service ◽  
Contextual Performance ◽  
Digital Transformation ◽  
Insurance Companies ◽  
Service Experience ◽  
Counterproductive Behavior ◽  
The Individual ◽  
The Impact

The objective of this study was to analyze and determine the impact of digital transformation on the individual job performance of insurance companies in Peru. The deductive inferential scientific method of explanatory level was used, with a non-experimental design, to four insurance companies that operate in the regions of Arequipa, Cusco, Iquitos, Lima, Tacna and Trujillo. The results generated by structural equations show that customer service experience (CSE), based on digital transformation, had a positive impact on task performance (p ≤ 0.05) and contextual performance (p ≤ 0.05); in contrast, the customer service experience (CSE), based on digital transformation, was found to have no impact on counterproductive behavior (p≥ 0.05). In relation to the collaborator's capabilities (CC) based on digital transformation, the results reveal that it had a significant influence on task performance (p ≤0.05) and contextual performance (p ≤ 0.05), while it did not have any impact on counterproductive behavior (p ≥ 0.05). Likewise, processes based on digital transformation (P) significantly influence task performance (p ≤ 0.05) and contextual performance (p ≤ 0.05), unlike counter-productive behavior that did not present a causal link with the processes (p> 0.05). Finally, the business model based on digital transformation (BM) had no implications for task performance (p> 0.05), contextual performance (p> 0.05) and counterproductive behaviors (p> 0.05). The conclusion of the study indicates that the customer service experience, the collaborator's capabilities and processes based on digital transformation contribute to the performance and contextual performance of the workers of the insurance companies in Peru.

Human Resource Practices in the Non-Star Category Hotels in Kolkata

2015 ◽  
Vol 8 (1and2) ◽  
Author(s):  
P. R. Sandilyan ◽  
Sutheeshana Babu S.
Keyword(s):  
Empirical Study ◽  
Work Environment ◽  
Human Resource ◽  
Minimum Wages ◽  
Human Resource Practices ◽  
Human Resource Managers ◽  
Large Pool ◽  
Resource Managers ◽  
Safety Work ◽  
The City

In this empirical study, the authors made an attempt to examine the challenges faced by the human resource managers and employees as well as the benefits extended to the employees in the non-star hotel segment in the city of Kolkata It was also endeavored to ascertain the standards maintained by these hotels specifically the hygiene, safety, work environment and to mandatory legal and regulatory compliances. The results show that while these hotels were profitable and enjoyed a healthy market, the human resource practices were unhealthy and discriminatory in nature. Employees were neither provided with minimum wages and benefits nor have the establishments shown any interest in adhering to the mandatory compliances. This could largely be attributed to predominance of largely unskilled or inadequately qualified employees and a large pool of outsourced manpower.

Influence of human resource capital information disclosure on investors’ share investment intentions

2017 ◽  
Vol 46 (3) ◽  
pp. 551-571 ◽  
Author(s):  
Sugumar Mariappanadar ◽  
Alma Kairouz
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Information Disclosure ◽  
Banking Sector ◽  
Strategic Human Resource Management ◽  
Annual Reports ◽  
Individual Investors ◽  
Content Type ◽  
Investment Intentions ◽  
The Impact

Purpose The purpose of this paper is to apply the strategic human resource management (HRM) perspective to investigate the schematic relationship between the dimensions of human resource (HR) capital information and intentions to use such information in individual investors’ decisions relating to investing equities in the banking industry. Design/methodology/approach A two-stage empirical study was conducted in 2010 using a four-part HR capital disclosure questionnaire, which was developed and validated in stage 1 (n=145) of the study. In stage 2 (n=157), current or previous shareholders in one of the Australian banking sector corporations participated in the study. The collected data were analyzed using confirmatory factor and logistic regression analyses. Findings The findings of this explorative study highlight that the individual investors’ perception on the importance of performance management dimension of HR capital information has varied impacts on their intentions to use such information in investment decisions to buy, hold on to, or sell stocks. Practical implications This study has made an important contribution to the strategic HRM and behavioral finance literature that the human capital information facilitates the propensity to avoid regrets in selling shares too early (dispositional effect bias) to achieve utility benefits in future which is different from the findings of financial information disclosure study. Originality/value A recent critical review of HR disclosure indicated that most of the published articles on HR capital have used company annual reports for data source. However, this is the first study that attempts to understand the impact of HR capital disclosure information on investment intentions from individual investors’ schema rather than drawing data from company annual reports.

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 .

Linking Work Engagement to Job Performance Through Flexible Human Resource Management

2017 ◽  
Vol 20 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Chandra Sekhar ◽  
Manoj Patwardhan ◽  
Vishal Vyas
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
It Professionals ◽  
It Industry ◽  
Relationship Of ◽  
The Impact

The Problem The Indian information technology (IT) industry has shown a phenomenal growth over the last two decades. These changes such as increased global competition and the shift in the blend and level of the workforce have led to an increasing level of uncertainty in the industry. To overcome this unprecedented change, IT firms need to adopt flexible human resource management (FHRM) that has a direct and/or indirect impact on job performance. Therefore, the purpose of this article is to explore the impact of work engagement on job performance through FHRM among IT professionals in India. The Solution The results indicate that the use of FHRM by the employees is an important mediator between the positive relationship of work engagement and job performance. Both work engagement and FHRM contributed to job performance. The sample firm and responses for the study were limited to IT industry domain only. The results suggest that FHRM should be promoted at the employee and firm levels to boost job performance. The Stakeholders Reflecting on the employee engagement and job performance via FHRM would boost the organizational flexibility in the IT industry. FHRM makes the employee more organization fit and more engaged for their respective job. This study may be helpful in unveiling the importance of flexibility in job performance. To the best of the authors’ knowledge, this is the first study that links work engagement, FHRM, and job performance in the Indian IT industry context. The study helps in the development of theory in FHRM and employee engagement.

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