scholarly journals Impact of HRM Practices on Job Satisfaction of Employees in Serbian Banking Sector

2019 ◽  
Vol 24 (1) ◽  
pp. 63 ◽  
Author(s):  
Jelena Božović ◽  
Ivan Božović ◽  
Isidora Ljumović
Keyword(s):  
Statistical Analysis ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Satisfaction ◽  
Banking Sector ◽  
Research Question ◽  
Job Security ◽  
Business Climate ◽  
Hrm Practices ◽  
Employees Satisfaction

Research Question: The study aims to identify the level of effectiveness in Human Resource Management (HRM) and its impact on employees’ satisfaction in the banking sector of Serbia. Motivation:The aim of this research is to measure the satisfaction of employees in the banking sector of Serbia. In addition to the overall goal of this study, it is necessary to list some specific objectives: ​​to provide human resource management (HRM) analysis, to focus on the main dimensions of HRM in practice, to present a test for measuring employee satisfaction in practice, to identify weaknesses in management that affect employee satisfaction and to propose measures to improve employee satisfaction and increase motivation. The research attempts to point out the basic driving factors for better work and effects, as common motives for all workers, such as salary, job interest, the opportunity of further progress, the degree of autonomy in the performance of tasks, and the possibility of personal affirmation. The challenge that puts the management of human resources and its application into practice becomes a very relevant field of inquiry. It is important to know the answer to the research question in order to arrive at a response to whether or not to comply with Pareto optimum: “When we know where and why we are headed, little things can point us to the right direction” (Debreu, 1954). The novelty in the study is that some aspects (career improvement and job security) bring employees a greater degree of satisfaction, while others (salary and business climate) are rated as bringing significantly lower levels of satisfaction. The work is based on the applied Kruger study (Kruger et al., 2008). It is used for research, because in this specific case it makes it possible to collect the results of mortgage execution on a sample of employees of 10 banks, whose results would be useful at the level of the banking sector in Serbia. Idea: The basic idea of this paper is to evaluate different levels of employee satisfaction with different dimensions of quality of work in banking institutions. The study involves analyzing the level of satisfaction from the aspect of selection and selection of employees, job security, employee salaries, career advancement, professional training and professional development, management style, job responsibilities, awards and recognitions and, finally, business climate as key dependent variables. The key independent variables are gender, age, education and length of service, as demographic characteristics of the respondents. Data: The analysis was carried out through a questionnaire sent to the employees of the bank. The target population is employed in the banking sector on the territory of Serbia. Among the different banks, this study takes into account ten banks. 93 questionnaires were available for statistical analysis. Tools: Statistical analysis of all collected data (Z-test, correlation analysis) were used to draw conclusions about relationships between variables, specifically what employees start  in the organization. With the help of the Pierson correlation coefficient, statistical significance is determined, which shows motivational effects in the behavior of employees. Findings: The findings revealed a high level of effectiveness of all HRM practices. A strong positive relationship has been identified between the effectiveness of HRM and employees’ satisfaction. The study recommended improving financial compensation system of banks, which would positively increase the level of employees’ satisfaction. Contribution: This  paper  expands  the existing  research  related  to  the  developing employee motivation in the banking sector and formulates practical suggestions for increasing motivation and avoiding its relativization. Promoting transparency and publicity and an effective system of rewards, compensation and salaries according to merit and contribution to work tasks should be promoted. It is possible to achieve a business climate by respecting the individuality and dignity of each employee, and thus to build trust among employees and loyalty to the institution.

scholarly journals How do HRM practices improve employee satisfaction?

2020 ◽  
pp. 0143831X2096219
Author(s):  
Laetitia Hauret ◽  
Ludivine Martin ◽  
Nessrine Omrani ◽  
Donald R Williams
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Satisfaction ◽  
Hrm Practices ◽  
Employee Data ◽  
The Way

Using employer–employee data, this article studies the relationships between the bundle of human resource management (HRM) practices and job satisfaction. By simultaneously integrating employee HRM exposure and HRM perception, which remains scarce in the literature, the authors find that a high HRM exposure is not sufficient to improve job satisfaction when employee HRM perception is taken into account. Moreover, the study highlights that differences in the level of employee HRM perception, contrary to the level of exposure, influence the way employees react to their personal, job and workplace characteristics. The results suggest a role for managers to strengthen employee positive HRM perception to improve job satisfaction.

scholarly journals Gender Inequality and Human Resource Management (HRM) Practices in Jordanian Commercial Banks

2020 ◽  
Vol 10 (1) ◽  
pp. 369
Author(s):  
Mohamad Noor Al-Jedaiah
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Gender Inequality ◽  
Commercial Banks ◽  
Banking Sector ◽  
Commercial Banking ◽  
Simple Random Sample ◽  
Women Empowerment ◽  
Hrm Practices ◽  
Independent Variable

This research aims at investigating the inequality practices against women in Jordanian commercial banking sector. To reach this objective, the research studied both HRP and inequalities faced women. The questionnaire was used as a tool to collect data. The HRP used as independent variable, while the inequalities resulted used as dependent variable. Simple random sample was selected of female bankers. The results showed that inequality practices existed in banking workplace. These inequalities resulted from both, the HRP and managers’ evaluation of women in baking sector. The results showed the inequality practices are source of minimizing women empowerment in banking sector.

scholarly journals Human Resource Management in Healthcare

2021 ◽  
Vol 115 ◽  
pp. 03003
Author(s):  
Jana Blštáková ◽  
Jana Palenčárová
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Satisfaction ◽  
Positive Impact ◽  
Care Delivery ◽  
Healthcare Delivery ◽  
Hrm Practices ◽  
Healthcare Professions

Contemporary healthcare systems face several challenges. The main management challenges include shortage and low satisfaction of health professionals. Satisfaction and motivation of medical staff is crucial for their stabilization and quality work-medical performance. The positive impact of HRM practices on increasing employee satisfaction and engagement is scientifically proven. Currently, HRM practices in healthcare are used in a limited way, often only at the level of HR or labour law and union bargaining. This is indicative of the low level of HR development. It is desirable to make full use of HRM practices in healthcare. The aim of this paper is to identify and define the challenges of human resource management in healthcare and explain the importance of implementing developed HRM practices to improve the quality of health care delivery. The research method used is a literature search. The investigation of the relationship between quality human resource management and healthcare delivery is considered important because the knowledge and competency to manage people are not necessary to hold a management position in most healthcare professions in Slovakia. In the world’s best hospitals, we find developed HRM with a positive impact on employee satisfaction and medical indicators.

scholarly journals Human Resource Management Practices as an Antecedent of Employee Performance

2020 ◽  
pp. 152-160
Author(s):  
Dr. Shaheen Ahmed
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Performance ◽  
Job Security ◽  
Training And Development ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Hrm Practices ◽  
Business Goals

The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.

scholarly journals Investigating the impact of human resource management practices on employee engagement, and the moderating role of strategy implementation in Egypt

2021 ◽  
Vol 19 ◽  
Author(s):  
Mohamed M. Saad ◽  
Hazem R. Gaber ◽  
Ashraf A. Labib
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Banking Sector ◽  
Research Approach ◽  
Hrm Practices ◽  
The Impact ◽  
Moderating Role

Orientation: The concept of employee engagement has attracted the attention of both academics and practitioners due to its importance in enhancing the performance and profitability of organisations.Research Purpose: This article examines the impact of human resource management (HRM) practices on employee engagement in the Egyptian context. The purpose of this article was to develop an in-depth understanding of the concepts of HRM practices and their impact on employee engagement, and the moderating role of strategy implementation.Motivation for the study: Given the scarcity of research that examines the impact of HRM practices on employee engagement especially in the banking sector, this article examines how different HRM practices can influence the level of employee engagement.Research approach/design and method: For the purpose of answering the research questions and testing the proposed hypotheses, a quantitative research approach was adopted by distributing a questionnaire to 228 employees from the banking sector in Egypt.Main findings: The findings indicated that HRM practices had a positive significant impact on employee engagement. In particular, these practices included selection and hiring, job design as well as reward and payment systems. However, the findings showed that the strategic implementation does not moderate the relationship between HRM practices and employee engagement.Practical/managerial implications: This article provides some guidelines for organisations to follow to fully utilise the power of employee engagement by applying effective HRM practices.Contribution/value-add: The contribution of this study is that it is one of the few studies that have so far investigated this relationship in the Egyptian environment.

Proactive Personality, Human Resource Management Practices, and Job Performance: A Case of Banking Sector Employees in Malaysia

2020 ◽  
Vol 3 (1) ◽  
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Banking Sector ◽  
Proactive Personality ◽  
Future Research ◽  
Hrm Practices

The study aims to examine the influence of human resource management (HRM) practices and proactive personality on job performance. HRM practices comprised of compensation and benefits, training and development, and performance appraisal and achievement. Employees who participated in the study are employees of commercial banks located in Klang Valley. The results reported that compensation and benefits and proactive personality have a significant and positive influence on job performance. Discussions delineated on the predicting role of compensation and benefits and proactive personality in boosting job performance among employees in the study. Theoretical implications in terms of Social Exchange Theory and Self-Determination Theory are highlighted while practical implications are also brought to fore. Finally, limitations, directions for future research, and conclusion are also presented.

The role of human resource management practices and employee job satisfaction in predicting organizational commitment in Saudi Arabian banking sector

2020 ◽  
Vol 40 (7/8) ◽  
pp. 529-541 ◽  
Author(s):  
Fatma Cherif
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Banking Sector ◽  
Saudi Arabian ◽  
Content Type ◽  
Employee Job Satisfaction ◽  
Hrm Practices

PurposeThe purpose of this study was to investigate the role of human resource management and employee job satisfaction in predicting organizational commitment in the Saudi Arabian banking sector.Design/methodology/approachFor the purpose of this study, quantitative survey research was employed. The independent variables are human resource management and employee job satisfaction, while the dependent variable is organizational commitment.FindingsHuman resource management correlated positively with employee job satisfaction and organizational commitment. On the other hand, employee job satisfaction was found to be positively correlated with organizational commitment. The two independent variables made significant individual contributions to the prediction of organizational commitment.Research limitations/implicationsThis study has some limitations. First, convenient sampling method was used to recruit the participants. Therefore, the findings of the study have limited generalizability in other regions and age groups. Second, as a cross-sectional study, there has to be caution in making any generalization of the results. Future researchers should get more respondents from wider geographical location, that is from different bans, private and public. Furthermore, self-report questionnaires were used to collect data from respondents. It is recommended that future researchers use different methods such as personal interview or telephone interview to collect data. This may help get reliable data after clarifying and removing what may be ambiguous.Practical implicationsThe results of this study have corroborated with previous research and confirmed correlations between and among human resource management (HRM), employee job satisfaction and organizational commitment in the Saudi Arabian banking sector. These findings have practical implications. Having high levels of job satisfaction among bank employees will prevent low levels of turnover rate, absenteeism and levels of productivity and increase organizational commitment. HRM practices, on the other hand, help in career development opportunities and hence provide better job opportunities. This study can recommend that to ensure high levels of job satisfaction among employees and enhanced organizational commitment, organizations, especially banks, should emphasize more on HRM practices.Originality/valueThis study could contribute to the literature on HRM, job satisfaction and organizational commitment in the Saudi Arabian banking sector. There is a rapid growth in the banking sector in Saudi Arabia. Therefore, there is an urge for recruiting efficient and experienced human resources (Mizan et al., 2013). This study will contribute to the development of the Saudi Arabian banking sector, which may lead to maintain this sector work effectively that will have a positively impact on the economy of the Saudi society. It also will highlight the nature and importance of the HRM practices for the benefit of the banking sector.

scholarly journals The impact of human resource management (hrm) practices on employee satisfaction level and performance

2021 ◽  
Vol 11 (3) ◽  
pp. 40-43
Author(s):  
Swaroopa Dubisetty ◽  
Sreenivasulu Reddy K
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Satisfaction ◽  
Employee Retention ◽  
Retention Rate ◽  
Employee Performance ◽  
Hrm Practices ◽  
And Performance ◽  
The Impact

Human Resource Management is a significant function in a company designed to improve human resource performance in provision of their management strategic objectives. Human resource is primarily concerned with how workforces are maintained with in companies’ concentrating on plans, procedures and systems. This study focuses on Information Technology sector in India.This study analyzes the Human Resource Management (HRM) practices that increase employee satisfaction towards the company to enhance employee performance in the organization. Effective Human Resource practices can reduce employee turnover and increase retention rate within an organization. These practices are health and safety measures, Working environment, Welfare programmes, Training and Development, Compensation management, Reward management, Industrial relations, Work life balance, and Fringe benefits. The analysis identified the significance of employee retention practices to improve retention rate of IT organizations. The study targeted a sample of 615 respondents. A questionnaire was developed in this analysis with the help of previous studies or literature to measure the identified HR practices and related with employee retention. Samples were collected using questionnaire from 102 employees in order to test the hypothesis. ANOVA test was done using SPSS_v20 to find out the impact of Human resource practices variables on employee satisfaction level and performance. It was found that there was a significant relationship and identified major impact of reward management and compensation plans on employee performance whereas welfare programmes had less impact on employee performance.

scholarly journals Lordly Management and its Discontents: ‘Human Resource Management’ in Pakistan

2021 ◽  
pp. 095001702199736
Author(s):  
Syed Imran Saqib ◽  
Matthew MC Allen ◽  
Geoffrey Wood
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Economies ◽  
Banking Industry ◽  
New Institutionalism ◽  
Early Career ◽  
Hrm Practices ◽  
Power Differentials ◽  
Cultural Script

New institutionalism increasingly informs work on comparative human resource management (HRM), downplaying power and how competing logics play out, and potentially providing an incomplete explanation of how and why ‘HRM’ and associated practices vary in different national contexts. We examine HRM in Pakistan’s banking industry and assess how managers’ espoused views of HRM practices reflect prevailing ones in dominant HRM models, and how they differ from early-career professionals’ perceptions of these practices. The cultural script of ‘seth’ (a neo-feudalist construction of authority) influences managers’ implementation of HRM policies and competes with the espoused HRM logic. We argue that managers will pursue a ‘seth’ logic when managing employees, as it reproduces existing power differentials within companies. By doing so, they render HRM unrecognizable from dominant models. Indeed, by using the term ‘HRM’, much of the existing, new institutionalism-influenced literature rationalizes a particular view of organizations and management that is inappropriate and analytically misleading in emerging economies.

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