scholarly journals Human Resources Management Practices, Psychological Contract Fulfillment and Organizational Commitment in Deluxe Hotels in Jeddah, Saudi Arabia

2017 ◽  
Vol 9 (4) ◽  
pp. 94 ◽  
Author(s):  
Mansour A. Al-miman
Keyword(s):  
Saudi Arabia ◽  
Organizational Commitment ◽  
Human Resources ◽  
Psychological Contract ◽  
Management Practices ◽  
Human Resources Management ◽  
Psychological Contracts ◽  
Resources Management ◽  
Hrm Practices ◽  
Psychological Contract Fulfillment

This paper study the relationship of the effectiveness of the human resources management practices of the hotels employees in the western region (Jeddah City) of Saudi Arabia with respect to their Psychological contract fulfilment (PCFul) and Organizational Commitment (OC). Data was collected from 36 hotels. Using the employees' responses, the study indicated that Human Resources practices influenced employees’ perceived Psychological contract fulfilment and their Organizational Commitment, where Human Resources Management (HRM) practices are positively related to Psychological contract fulfilment and OC. The study examined whether employees consider (HRM) practices an important tool while developing psychological contracts, and presented the prospective role of the Human Resources for Developmental Purposes to foster change in the hotel industry in Saudi Arabia.

scholarly journals Impact of Strategic Planning on Human Resources Management Practices: An Empirical Study of Iraq

2019 ◽  
pp. 626-633
Author(s):  
Ali Hassan Haraj ◽  
Mohammed Hameed
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
Human Resource ◽  
Management Practices ◽  
Human Resources Management ◽  
Human Resource Practices ◽  
Resources Management ◽  
Hrm Practices ◽  
Relationship Of ◽  
The Impact

The main aim of this study is to investigate the impact of strategic planning on human resources management practices. 100 questionnaire was distributed among the managers in the Ministry of Electricity in Iraq and only 59 questionnaire was received. SPSS software was used to analysis the data. The study examines the relationship of strategic planning on HRM practices. The strategic planning has three constructs i.e. Strategic Analysis, Strategic Attitude and Strategic Selection while Human resource practices has four constructs i.e. Selection, Training, Incentives, Performance Evaluation. The findings indicted that significant positive relationship of strategic planning with human resource practices. Hence showing that better strategic planning will result in better HRM practices.

scholarly journals Assessing Construct Reliability of Human Resources Management Practices (HRM) and Employee Loyalty: A Preliminary Evidence from the Omani Logistic Sector

2020 ◽  
Vol 10 (3) ◽  
pp. 22
Author(s):  
AbdulQader Al Saiari ◽  
Fadilah Puteh ◽  
Abdul Jalil Mohamed Ali
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Working Environment ◽  
Study Cohort ◽  
Employee Loyalty ◽  
Job Rotation ◽  
Resources Management ◽  
Hrm Practices ◽  
The Impact

Purpose: In the past few years, industry sector highly dominated the Oman’s economy, as the logistics sector forms the backbone of it, which accounted for 56.6% of GDP in 2019. The logistic sector is expected to provide 80,000 jobs by 2020 and 300,000 by 2040. Review of past literature on issues related to HRM impact on employee loyalty particularly from the Omani logistic sector revealed limited outcome. This paper aims in assessing the construct reliability of human resources management practices (HRM) and employee loyalty as well as the impact of HRM practices on employee loyalty, as HRM practices include recognition, compensation, promotion, training, selective hiring, job rotation, and working environment.Method: To achieve this objective, a quantitative approach was adopted, as questionnaire was distributed to 52 employees who work in logistics sector in Oman as pilot study cohort. Data were analyzed by using SPSS. Items of the research constructs were measured for its reliability value.Results: The results showed that employee loyalty construct obtained the highest mean (3.891), while compensation construct obtained the lowest mean (3.281). In addition, the results showed that reliability statistics for research constructs and their paragraphs achieved high Cronbach alpha, thus met the minimum trajectory of reliability value. The results of regression analysis illustrated that HRM best practices (recognition, compensation, promotion, training, selective hiring, job rotation, and working environment) had a significant impact on employee loyalty.Implications: This paper is expected to be a reference for other studies in other sectors to assess the construct reliability on HRM practices variables as well as employee loyalty.

scholarly journals The Mediating Effect of HRM Outcomes (employee retention) on the Relationship between HRM Practices and Organizational Performance

2012 ◽  
Vol 2 (1) ◽  
pp. 75 ◽  
Author(s):  
Fathi Mohamed Abduljlil Aldamoe ◽  
Mohamd Yazam ◽  
Kamal Bin Ahmid
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resources Management ◽  
Mediating Effect ◽  
Resources Management ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Relationship

The matter of human resources activities have been commonly used to observe organizational performance. One of the distinctive features of HRM is that better performance is achieved through the people in the organization. In recent years significant remarks have been recorded in identifying the Human Resources Management (HRM) – performance relationship. The relationship between HRM practices and organizational performance has been well documented by the previous studies. However, authors have called for the interrogation of the mediating role of HRM Outcomes such as employee retention in the relationship between HRM practices and organizational performance. Thus, the major objective of this study is to investigate the mediating effect of HRM Outcomes (employee retention) on the relationship between HRM practices and organizational performance. Based on the evidence derived from the literature, the paper concludes that employee retention is likely to mediate in the relationship between HRM practices and organizational performance. Keywords: Human Resources management, employee retention, Human Resources management practices, organizational performance 

scholarly journals Human Resources Management Practices and Affective Commitment among Financial Industry Employees in Malaysia

2019 ◽  
Vol 8 (6S3) ◽  
pp. 284-291
Keyword(s):  
Human Resources ◽  
Performance Appraisal ◽  
Affective Commitment ◽  
Management Practices ◽  
Market Competition ◽  
Human Resources Management ◽  
Financial Industry ◽  
Resources Management ◽  
Hrm Practices ◽  
Training Programmes

Market competition increased difficulty for organizations to hold premium quality workers. This research explores on the human resources management (HRM) practices and affective commitment (AC) among a sample of 384 financial industry employees in Klang, Selangor, Malaysia. The hypotheses were developed by considering the correlation between four key HRM practices (training, career advancement, performance evaluation and rewards) and AC. The findings indicates that the independent variables of career development, training and performance appraisal have a positive and significant relationship with AC, whereas rewards has no correlation with AC. The findings imply that in the Malaysian financial industry needs greater training programmes and effective performance evaluations to increase employees’ performance and commitment.

scholarly journals The Role of Information Technology Competency in Activating of Human Resources Management Practices/ Applied Study in the Informatics and Communications Public Company in Iraq

2019 ◽  
Vol 25 (116) ◽  
pp. 43-67
Author(s):  
Nada Ismaeel Jabbouri Qammach
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Resources Management ◽  
Hrm Practices ◽  
Technology Competency ◽  
Public Company ◽  
Role Of Information

This research aims to clarify the role of Information Technology Competency (ITC) with dimensions' (IT Usage, IT Knowledge, and IT Operations) as an independent variable in the activation of Human Resources Management Practices (HRM Practices) as a dependent variable with dimensions' (Training and Development, Recruitment, Job Design, and Performance appraisal). Based on this, the correlation and effect relationships between the independent and dependent variables are determined by formulating two main hypotheses. There are a significant relationship and effect of IT competency with HRM practices within the dimensions. Furthermore, the scope and population of this research are the Informatics and Communications Public Company in Iraq. A quantitative design methodology was used to examine the relationships among variables of this research was used and the researcher adopted the descriptive-analytical approach. The questionnaire was distributed to a number of employees and managers (responders'), they were selected randomly and included 76 respondents. The statistical program (SPSS) was used to analyse the data through the use of statistical and descriptive methods such as mean, variation coefficient, and standard deviation, to analyze and describe data for correlation hypothesis testing, and simple linear regression coefficient to test impact hypothesis. The most important of conclusions to this study indicated that is a   correlation among the HRM practices are related to IT competencies, Hence, there is an effective relationship positively between research variables.

scholarly journals A national investigation of the correlation between perceptions of human resources management practices and organizational effectiveness

1989 ◽  
Vol 20 (1) ◽  
pp. 7-12
Author(s):  
A. J. Templer ◽  
K. B. Hofmeyr
Keyword(s):  
Human Resources ◽  
Organizational Effectiveness ◽  
Management Practices ◽  
Management Practice ◽  
Human Resources Management ◽  
Future Research ◽  
Resources Management ◽  
Hrm Practices ◽  
Organization Effectiveness ◽  
The Usa

This study investigates the extent to which organization effectiveness can be predicted from human resources management (HRM) practices. The results are based on data gathered from attitude surveys of a large sample of employees in 38 companies across the USA. It is found that HRM practices can be summarized in six HRM dimensions which predict organization effectiveness at the departmental level, as perceived by employees. Such effectiveness appears to be linked to HRM practices which stress communication, job clarity, management concern, and equity. Opportunities for future research are suggested and implications for management practice are presented.

scholarly journals The Effect of the Degree of Misfit Between Human Resources Management Practices and the Types of Organizational Culture on Organizational Performance

2020 ◽  
Vol 22 (3) ◽  
pp. 301
Author(s):  
Gugup Kismono ◽  
Raden Muhammad Pradana Ramadista
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Organizational Performance ◽  
Management Practices ◽  
Open Systems ◽  
Human Resources Management ◽  
Organizational Cultures ◽  
Resources Management ◽  
Hrm Practices ◽  
Industrial Sectors

“Fit model” argues that the level of misfit between human resources management (HRM) practices and the type of organizational culture negatively influences organizational performance. However, the lack of emprirical research to support that contention can be problematic. Utilizing the concept of fit, this study aims to examine empirically the effect of the degree of misfit between HRM practices and the types of organizational cultures on organizational performance. Data were collected from a sample comprising of 128 respondents representing 64 companies in Indonesia, from nine industrial sectors. The hypothetical model was developed based on four types of HRM practices (human relations, internal process, rational goals, and open systems) and four types of organizational cultures (clan, hierarchy, market, and adhocracy). Euclidean distance scores were calculated to describe the misfit between the HRM practices and the types of organizational culture variables. Subsequently, the effect of the misfit scores on organizational performance was determined. The results show that the degree of misfit between HRM practices and the type of organizational culture has a significant and negative effect on organizational performance. This empirical research supports the concept of fit, in which the type of organizational culture that is supported by suitable HRM practices will result in a more positive organizational performance. Then, it is deemed necessary for companies to adapt their HRM practices to their culture, in order to improve their performance.

scholarly journals THE ROLE OF EMPLOYEE MOTIVATION ON THE RELATIONSHIP BETWEEN HRM PRACTICES AND SERVICE QUALITY IN HEALTHCARE ORGANIZATION

2018 ◽  
Vol 15 (01) ◽  
pp. 1
Author(s):  
Totok Sasongko
Keyword(s):  
Service Quality ◽  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Employee Motivation ◽  
Quantitative Methodology ◽  
Quality Performance ◽  
Resources Management ◽  
Hrm Practices ◽  
The Relationship

The human resources management in the healthcare institution is essential to enable the delivery of efficient and effective medical services. This study conducted to investigate how HRM practices  can enhance service quality and proposes an integrated framework in which perceived HRM practices are related to employee commitment, which in turn related to perceived service quality performance. Five HRM practices was selected. A questionnaire was constructed. The quantitative methodology was applied to collect and analyze data. Data was collected from 270 employees (including nurse and doctor) and bottom manager in  Dr. Radjiman Wediodiningrat in Indonesia. The result shows that the selected HRM practices all significantly and meaningfully can predicted the employee motivation, in which feedback and recogniton was the most effective practices. The result also shows that employee motivation is an effective predictor of service quality performance. Lastly, employee motivation has a role as mediator effect toward the relationship between HRM practice and service quality. This research suggests that HRM departement need to chooses human resources management practices properly that can increase employe motivation and their service quality performances.

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