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.

scholarly journals Enhancing Employee Creativity for A Sustainable Competitive Advantage through Perceived Human Resource Management Practices and Trust in Management

2019 ◽  
Vol 11 (8) ◽  
pp. 2305 ◽  
Author(s):  
Juil Lee ◽  
Sangsoon Kim ◽  
Jiman Lee ◽  
Sungok Moon
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Strong Support ◽  
Moderated Mediation ◽  
Survey Study ◽  
Hrm Practices ◽  
Trust In Management

This study explores the black box of the relationship between perceived human resource management (HRM) practices and employees’ creativity. Building on the literatures on social exchange and creativity, this study advances a moderated mediation framework of the link between perceived HRM practices and employees’ creativity. We develop the argument that the positive relationship between perceived HRM practices and employees’ creativity is mediated by trust in management and that the mediated relationship is stronger for permanent employees than for temporary employees. Our study finds strong support for the moderated mediation model in a survey study of 285 employees in 14 research institutes funded by the Korean government. We discuss the theoretical and practical implications of our findings.

scholarly journals EFFECTS OF RECRUITMENT AND SELECTION AND PERFORMANCE OF PRIVATE SECONDARY SCHOOLS IN NYERI COUNTY, KENYA

2021 ◽  
Vol 8 (9) ◽  
Author(s):  
Nderitu Eunice Wangui ◽  
Makhamara Felistus
Keyword(s):  
Resource Management ◽  
Secondary Schools ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Sampling Technique ◽  
Hrm Practices ◽  
And Performance

<p>Human resource management (HRM) practices entail policies, systems, and methods that govern workplace employees. They are the processes or functions applied to manage workers and direct them in an organization towards development. Some of the HRM practices include recruitment, screening, selection, development, training, and rewarding of staff. A number of studies to investigate the interaction between HRM practices and organizational performance have been conducted. Many of these studies have been done in the manufacturing or health sectors, with very few having been carried out in private secondary schools. This background is what has necessitated this study in order to investigate the effect of human resource management practices on the performance of private secondary schools in Nyeri County, in Kenya. The objectives of the study were to determine the effect of recruitment, staff development and reward practices on organizational productivity and performance. The study used four theories i.e. Resource-Based View, the Social Exchange Theories, McGregor’s theory X and Y, and the Human Capital to support it. The study targeted a population of 440 subjects. This included principals and their deputies, departmental heads, and classroom teachers of the private secondary schools in Nyeri County. The study adopted descriptive research design. The study applied stratified random sampling technique to pick schools for the research. Interview schedule was used for collecting data from principals, while data from the teachers was obtained through the utilization of questionnaires. The reliability of instruments in this study was established through Cronbach’s alpha, while they were validated through content, construct, and discussion with the supervisor. Descriptive statistics were utilized in the analysis quantitative data with the aid of Statistical Package for Social Sciences (SPSS) Version 20 to generate them. Qualitative data was analysed by thematic analysis, content analysis and discussion. The findings of the study were presented in frequency distribution tables. </p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0886/a.php" alt="Hit counter" /></p>

Effective Human Resources Management Practices in Small and Medium Enterprises

2014 ◽  
pp. 44-73
Author(s):  
Anil Chandrakumara ◽  
Pramila Rao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Future Research ◽  
Secondary Sources ◽  
Hrm Practices ◽  
Economic Analyses ◽  
Medium Enterprises

This chapter explores HRM (Human Resource Management) practices in SMEs (Small and Medium Enterprises) in the MIST (Mexico, Indonesia, South Korea, and Turkey) economies. Researchers and consultancy firms such as Goldman Sachs have suggested that these nations will be potentially very strong trading economies for the next decade based on economic analyses. SMEs play pivotal roles in these nations as they contribute to a majority of their domestic employment and GDP (Gross Domestic Product). The focus of the chapter is based on a thorough investigation of secondary sources on HRM practices (recruitment and selection, training and development, performance management, and compensation) of SMEs in the MIST nations. Institutional theory and Strategic Human Resource Management (SHRM) perspectives are showcased in understanding these practices better. The findings of the study suggest that HRM practices adopted in the MIST countries, both individually as well as a cluster, reflect the aspects of universalistic, contingency, resources bases, and institutional perspectives of the Strategic HRM (SHRM) model. The evidence also indicates the simultaneous adoption of both convergence and divergence theories of international HRM. The chapter also presents a model of HRM practices adopted by the SMEs in the MIST nations. Theoretical and practical implications of findings are discussed and directions for future research are provided.

scholarly journals Human resource management practices stimulating knowledge sharing

2017 ◽  
Vol 12 (4) ◽  
pp. 614-632 ◽  
Author(s):  
Jana Matošková ◽  
Petra Směšná
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Management Practices ◽  
Management Practice ◽  
Knowledge Flows ◽  
Future Research ◽  
Great Effort ◽  
Hrm Practices

Abstract The major goal of the paper was to develop a theoretical framework that conceptualizes the indirect impact on human resource management practice on knowledge sharing in the organization. In the current competitive environment, the ability to use knowledge assets and to continuously renovate it is required for organizational success. Therefore, the field of human resource management should dedicate great effort to understanding how to enhance the knowledge flows within the organization. Theoretical indications were provided about HRM practices that influence the quality and quantity of knowledge sharing within an organization. Further, a conceptual model of relations between HRM practices and factors influencing knowledge sharing within an organization was introduced. It is supposed that HRM practices have direct impacts on personality traits of employees, organizational culture, characteristics of managers, and instruments used for knowledge sharing. Subsequently, these factors have direct effects on the perceived intensity of knowledge sharing. The paper offers 12 testable propositions for the indirect relation between HRM practices and knowledge sharing in the organization. The suggested model could assist future research to examine the influence of HRM practices upon managing knowledge is a more complex way. Via a theoretical contribution to the debate on the influence on HRM practices upon managing knowledge, the study contributes to further research development in this field.

Effective Human Resources Management Practices in Small and Medium Enterprises

2016 ◽  
pp. 1023-1055
Author(s):  
Anil Chandrakumara ◽  
Pramila Rao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Future Research ◽  
Secondary Sources ◽  
Hrm Practices ◽  
Economic Analyses ◽  
Medium Enterprises

This chapter explores HRM (Human Resource Management) practices in SMEs (Small and Medium Enterprises) in the MIST (Mexico, Indonesia, South Korea, and Turkey) economies. Researchers and consultancy firms such as Goldman Sachs have suggested that these nations will be potentially very strong trading economies for the next decade based on economic analyses. SMEs play pivotal roles in these nations as they contribute to a majority of their domestic employment and GDP (Gross Domestic Product). The focus of the chapter is based on a thorough investigation of secondary sources on HRM practices (recruitment and selection, training and development, performance management, and compensation) of SMEs in the MIST nations. Institutional theory and Strategic Human Resource Management (SHRM) perspectives are showcased in understanding these practices better. The findings of the study suggest that HRM practices adopted in the MIST countries, both individually as well as a cluster, reflect the aspects of universalistic, contingency, resources bases, and institutional perspectives of the Strategic HRM (SHRM) model. The evidence also indicates the simultaneous adoption of both convergence and divergence theories of international HRM. The chapter also presents a model of HRM practices adopted by the SMEs in the MIST nations. Theoretical and practical implications of findings are discussed and directions for future research are provided.

scholarly journals Impact of Human Resource Management Practices on Employee Retention: A Case of Banking Sector in Quetta Baluchistan

2017 ◽  
Vol 4 (3) ◽  
pp. 5-11 ◽  
Author(s):  
Palwasha Kakar ◽  
Abdul Raziq ◽  
Faisal Khan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Banking Sector ◽  
Future Research ◽  
Appraisal System ◽  
Human Resource Management Practices ◽  
The Right

The main objective of every organization is not only to select the right person for the right job, but also to fascinate and retain them within the organization. Employee retention has considerable importance these days. This research has conducted to investigate how human resource management practices (employee compensation, employee training, appraisal system and employee empowerment) affect retention of banks employees. The data of the research was quantitative survey, where questionnaires were distributed among 180 bank employees of different banks in Quetta city, out of which 150 were returned back. Data was analyzed using SPSS version 18.0. The results of the current examined that there is significant positive relationship exists between human recourse management practices (empowerment, compensation, training and appraisal system) with employee retention. The study also discusses the limitations and recommendation for future research.

scholarly journals The Relationship Between Perceived Human Resource Management Practices and Turnover-Intention: The Mediating Role of Organizational Attractiveness

2019 ◽  
Vol 13 (2) ◽  
pp. 216
Author(s):  
Ahmad M. Obeidat
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Turnover Intention ◽  
Management Practices ◽  
Turnover Intentions ◽  
Negative Relationship ◽  
Future Research ◽  
Hrm Practices ◽  
The Relationship

This study examines whether employees&rsquo; attraction to the organisation mediates the relationship between their perceptions of human resource management (HRM) practices (as a bundle) and their turnover intentions. Hypotheses were developed based on the propositions of social exchange theory, findings of previous research and theory of reasoned action. Survey data were collected from 297 individuals who work in organisations operating in the Hashemite Kingdom of Jordan. Subsequently, the proposed relations were tested. It was found that: 1) perceived HRM practices is negatively and significantly related to turnover-intention; 2) perceived HRM practices is positively and significantly related to organisational attractiveness; and 3) organisational attractiveness is negatively and significantly related to turnover intention and partially mediates the negative relationship between perceived HRM practices and turnover intention. The implications of these findings for line managers and HR practitioners are also discussed in addition to future research directions.

scholarly journals Modes of integration of human resource management practices in multinationals

2016 ◽  
Vol 45 (3) ◽  
pp. 539-556 ◽  
Author(s):  
María Jesús Belizón ◽  
Michael J. Morley ◽  
Patrick Gunnigle
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Explanatory Power ◽  
Future Research ◽  
Institutional Environments ◽  
Content Type ◽  
Hrm Practices ◽  
Integration Mechanisms

Purpose – The purpose of this paper is to examine variations in the use of international integration mechanisms across individual human resource management (HRM) practices in MNCs. Design/methodology/approach – Drawing upon data from a sample of over 450 MNC subsidiaries located in Ireland and Spain and an ordinal regression methodology, several models were tested. Findings – The findings provide evidence that people, information and formalized-based mechanisms are positively related to the use of centralization-based integration processes. The results also demonstrate that the use of personal-based integration mechanisms is uniform across the suite of individual HRM practices among those MNCs where an international HRM committee is present, while the deployment of expatriates does not prove to be particularly significant in achieving integration across the range of HRM practices examined in the model. Information- and formalization-based mechanisms hold explanatory power in relation to performance appraisal systems and compensation practices. Research limitations/implications – Broadening the scope of the analysis the authors offer here, drawn from just two institutional environments, to a broader set of locations may contribute to future research in this area. Further analysis using longitudinal and quantitative methodologies may also prove important in unearthing integration patterns in HRM domain areas. Originality/value – This paper offers a comprehensive analysis of the preferred modes of integration across HRM practices in MNC subsidiaries located in two different institutional environments. The authors reveal how modes of integration vary for different HR domain areas and the authors provide explanations for this variation.

scholarly journals Workers’ Affective Commitment and their Willingness to Perform Discretionary Work Behaviour: the Impact of Commitment-Oriented Human Resources Management Practices

2006 ◽  
Vol 1 (1) ◽  
Author(s):  
Susan Zeidan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Psychological Contract ◽  
Affective Commitment ◽  
Management Practices ◽  
Employee Attitudes ◽  
Hrm Practices ◽  
The Impact

This paper contributes to the development of the human resource management (HRM) literature through developing the linkages between HRM practices and employee attitudes and behaviours. It is widely believed that the implementation of high commitment human resource management (HRM) practices (e.g., training and development, communication, and participative decision making) can create strategic advantage for the organisation (e.g., Arthur, 1994; Delaney and Huselid, 1996). It is also suggested that HRM practices could shape employee attitudes and behaviours. However, the intervening mechanisms of this effect are yet to be examined. Researchers have pointed to the need to understand the means by which these practices exert their influence on employee commitment and other individual outcomes (Meyer and Smith, 2000).Drawing on social exchange theory (Blau, 1964), this paper aims to address this need by developing a theoretical framework which explicitly links employee perceptions of HRM practices and important work outcomes via perceived fulfilment of the psychological contract. Drawing upon psychological contract theory, it is proposed that commitment HRM practices create a more positive psychological contract (and thus higher perceptions of fulfilment of the psychological contract). This will in turn, lead to increased affective commitment and enhanced organisational citizenship behaviours (OCB).

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 .

Sign in / Sign up

Export Citation Format

Share Document