Moderating/Mediating Effects of HRM Practices in Organizational Justice on Innovative Work Behaviour among Hotel Industry of Pakistan: Case Study of Karachi (Published)
Innovative work behavior and Human Resource Management practices (HRMPs) are affected by organizational justice. These play a very important role in the hotel industry. The paper seeks to explore the moderating and mediating effects of Human Resource Management practices (HRMPs) in organizational justice on innovative work behavior among the hotel industry of Karachi, Pakistan. Furthermore, it is to enhance the understanding of the antecedents of Organizational Justice (OJ), Innovative Work Behavior and Human Resource Management Practices (HRMPs). Quantitative methodology is adopted for this study. A survey questionnaire was adopted to collect data from approximately 52 employees of Hotels located in Karachi. Out of 52 questionnaires distributed, 50 were collected thus; the approximate response rate was about 96%. The analysis is based on responses retrieved from the middle and top-level management of selected hotels. It was observed that there is a significant relationship between organizational justices and innovative work behavior. It was also observed that HRMPs were not moderating significantly between organization justice and innovative work behavior but the mediation of HRMPs was found between them. It is predicted that the findings of this study will be useful not only for the hotels and their employees but also for future research scholars
This research explains the effect of human resource management practices (HRM) on employees’ engagement in the Egyptian context. Egyptian organizations need to have more attention to the importance of employee’s engagement that plays a major role in enhancing organizations’ sustainability, profitability and developing of their employees. The objective of this study is to develop a more in-depth understanding of the concepts of organizations’ practices and its impact on employees’ engagement. The contribution of this thesis it is one of the few studies that examine this relationship. This study is a quantitative in nature, using a sample of 226 managers, through using survey questionnaire as a tool to collect their perceptions and opinion. The findings showed that there was a strong positive relationship between HRM and engagement. Since HRM practices selection and hiring, job design additionally reward and payment were empirically found to have a dynamic role in the improvement of employees’ engagement in most of its dimensions.
Human Resource Management Practices and Competitive Advantage: The Mediator Role of Person-Organization FIT (Published)
Competitive advantage has been viewed as an essential tool for organizations to compete in the current business environment. Kuwaiti manufacturing companies strive to cope with new changes and adopt competitive advantages to survive and continue in the global economy. The purpose of this study is to examine the direct relationship between human resource management (HRM) practices and competitive advantage for Kuwaiti manufacturing companies, as well as the indirect relationship between HRM practices and competitive advantage by means of person-organizational (P-O) fit. The respondents were employees working in sixty-three manufacturing companies. The findings indicate that HRM practices have a significant positive impact on competitive advantage. In addition, the P-O fit has a mediation impact on the relationship between HRM practices and on competitive advantage. Our results showed that only eleven of twenty HRM practices were found to have effects on competitive advantage. These results are consistent with previous research, which suggested that there is lack of consensus in the existing literature on which HRM practices are best. A discussion of the study’s findings and limitations are provided.
Assessing the Human Resource Management Practices of Public Banks from Employees’ Perspective: Case Study of Selected Branches of Ghana Commercial Bank, Kumasi (Published)
Human Resource Management (HMR) Practices and their impacts on employees’ performance have received enormous cover in literature. This work took a look at five selected HRM practices and assessed their impact on employees’ performance. The main objective of the study was to examine the impacts of these HRM practices on the performance of employees in four selected branches of Ghana Commercial Bank (GCB). The sample for the study was 80 employees from the selected branches of the bank. Data for the study was collected through the administration of structured questionnaire. Descriptive statistics such as charts, tables and regression analysis were used to analyze and present the data collected. The study established a very important relationship among HRM practices and employees’ performance. The selected HRM practices which formed the independent variables are training & development, motivation, performance appraisal, internal communication, and reward/remuneration while employees’ performance stood as the dependent variable. It was found that, the independent variables together explained 98% of the variance in employees’ performance. Internal communication came in as having the strongest relation with employees’ performance in respect of all the independent variables. It contributes a high percentage of 41% to explain the variance in employee performance. Performance appraisal showed up taking the second slot in the rank of significance in terms of the individual contributions of the measurement dimensions. It accounted for 26.6% of the overall relationship among the selected HRM practices on employees’ performance. Motivation came in third place of significance accounting for 22.9% of the overall variance in employees’ performance considering the selected employees’ performance measurement variables for the study. Training & Development of employees took the fourth most significant slot among all the five (5) measurement dimensions employed in the research. It accounts for about 21% of the variance in the overall impact of the measurement dimensions on employees’ performance and lastly 15.1% of the employees’ performance is explainable by reward/ remuneration. Recommendations were then given in accordance with the research findings