HRM Practices and Employee Performance in Public Sector Organizations in Pakistan: An Empirical study

Author(s)

Muhammad Maqsood Khalid , Chaudhry Abdul Rehman , Dr. Muhammad Ilyas ,

Download Full PDF Pages: 69-77 | Views: 403 | Downloads: 115 | DOI: 10.5281/zenodo.3455924

Volume 3 - February 2014 (02)

Abstract

Purpose

This paper undertakes the analysis of declining performance in Pakistani public sector organizations. The survey was conducted to examine the implementation of HR practices and determine their relationship/impact with/on employees‘ performance efficiency in organization.

Design/Methodology/Approach

The present study is based on the idea that HR practices affect performance all the way to inculcate with modern HR practices for organizational performance. A questionnaire based on 27 items was adapted for data collection from 120 managers of Lahore based eleven public organizations of Pakistan. Positivist school of thought was conceived for this study. Pearson correlation and regression tests were applied to test the hypotheses.

Findings:

Perceptive measures give a clue of impact of HRM practices on individual and collective performance. Public organizations do not reflect steady performance. There is a dearth of research tools to measure effectiveness of HRM practices and their mutual complementarities. Complementarities and their effects ensure steady performance at individual and collective level to get strategic objectives in the public organizations of Pakistan

Limitations and Future Research Directions

Research context was limited to Lahore based eleven public organizations because of limited access to these organizations. Future research may extend this to other cities as well as to provinces to prove more effective. 

Practical Implications

Public organizations should ensure a good degree of employee participation in decision making within their job sphere with a viable compensation plan. If organizations in developing countries are desirous to get escalating performance from the employees, they should develop their indigenous HRM practices to inculcate with modern HR practices. 

Originality/Value

Declining performance is the visible gap in public organizations of Pakistan due to lack of understanding of HRM practices. HRM practices and employees performance is a black box area to investigate.

 

Keywords

 Public organizations, HR practices, Employee Performance, Efficiency, Pakistan 

References

  1. Ahmad, S. &. (2003). The impact of HRM practices on operational performance: Recognizing country and industry differences. . Journal of Operations Management, Ahmad, S. &. (2003). The impact of HRM practices on operational performance: Recognizing country and industry differences. . Journal of Operations Management, 21: 19-43.
  2. Armstrong, M. (1996). A handbook of personnel management practice. London: Kogen Page.
  3. Armstrong, M. (2010). “A handbook of Human Resource Management Practice,” (11th ed.). London: Kogan Page Limited.
  4. Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37, 670-687.
  5. Ashraf M, e. a. (2011). Mirror up to leadership and Strategic Human Resource Management: An Exploratory Account. . InterdisciplinaryJournal of contemporary research in business Vol 2 No.10.
  6. Ashraf, M. M. (2011). ―The Seven Habits of Highly Effective People; Powerful Lessons in Personal Change‖ by Stephen R. Covey at http://www.ajbms.org/issue.php?id=4 . Asian Journal of Business and Management Science Vol 1 No. 4.
  7. Banas, W. a. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. . Journal of Applied Psychology, 85: , 132–142.
  8. Baptiste, N. (2008). ―The symbiotic relationship between HRM practices and employee wellbeing: a corporate social responsibility perspective‖, . The Ashgate Research Companion to Corporate Social Responsibility, Ashg.
  9. Boseli, D. a. (2005). Commonalilties and contraditions in HRM and performance research. . Human Resource Management Journal15(3), 67-94.
  10. Bowen, D. O. (2004). Understanding HRM-firm performance linkages: The role of the ―strength‖ of the HRM system. . Academy of Mannagement Review 29 , 203-221.
  11. Boxall, P. (1996). The strategic HRM debate and the resource-based view of the firm. Human Resource Management Journal, 6(3), 59-75.
  12. Bretz, &. J. (1994). The role of human resource systems in job applicant decision processes. Journal of Management 20, 531-551.
  13. Cambell. (1997). „Core Competency-based Strategy‟. International Thomson Business Press.
  14. Cawley, K. (1998). Participation in the performance appraisal process and employee reactions: A meta-analytic review of field investigations. Journal of Applied Psychology, 83, 615-633.
  15. Combs, J. L.(2006). ‗How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance‘. Personal Psychology vol 59, No.3, 501-528.
  16. Cook, C. W. (2001). “The Management and Organization Behaviour,” (3rd ed.). New York: McGraw-Hill.
  17. creswell, J. (2003). Research design: Qualitative, quantitative and mixed methods approaches. Thousand Oaks CA: SAGE.
  18. Delaney, J. T. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39, 949-969.
  19. Delery, J. &. (1996). Modes of theorizing in strategic human resource management: test of universalistic, contingency and configurational performance predictions. Academy of Managment Journal 39 ,, 802-835.
  20. Delery, J. E. (1998). Issues of fit in strategic human resource management: Implications for research. Human Resource Management Review, 8 , 289-309.
  21. Den Hartog, D. N. (2004). performance management: A model and research agenda. . Applied Pschycology:An International Review. 53 , 556=669.
  22. Gardner, W. M. (2011). The impact of motivation, empowerment, and skill enhancing practices on aggregate voluntary turnover: The mediating effect of collective affective commitment. . Personnel Psychology, 64, 315- 350. Gareth, M. (2003). “Contemporary Management,” . New York: American: McGraw-Hill. Gerhart, B. (2005). ‗Human resources and business performance: findings, unanswered questions, and an alternative approach‘. . Management Revue, Vol. 16, No. 2, pp.174–185. Gould-Williams, J. (2003). The importance of HR practices and workplace trust in achieving superior performance: a study of public-sector organizations. International Journal of Human Resource Management, 14(1), 28-54. Guest, D. E. (1999). Human resource management— The worker‘s verdict. Human Resource Management Journal, , 9(3), 5-25. Guest, D. M. (2003). ‗Human resource management and corporate performance in the UK‘. British Journal of Industrial Relations, Vol. 41, No. 2, pp.291–314. Harel, G. a. (1999). The effect of human resource management practices on the perceptions of organizational and market performance of the firm. Human Resource Management, 38, 185- 200. Highhouse, S. S. (1999). Effects of advertised human resource management practices on attraction of African–American applicants. . Personnel Psychology, 52:, 425–442. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. . Academy of Management Journal, 38:, 635-672. Jones, J. (2005). ―The determinants of training in Australian manufacturing SMEs,‖ . Education and Training, 47(8/9), 605-615. Kamoche, K. a. (1998). ―Human resource management and the appropriation-learning perspective‖. Human Relations, Vol. 51 No. 8, pp. 1033-60. Katou, A. &. (2007). The effect of human resource management policies on organisational performance in Greek manufacturing firms. . Thunderbird International Business Review, 49, 1-35. Khalid, e. a. (2011). Assessing Impact of Management Support on Perceived Managerial Training Effectiveness in Public Organizations of Pakistan. European Journal of Social Sciences, 22 (1). Khalid,e. e. (2012). Proposing a Training Evaluation Strategy to Ensure Training Transfer in Public Sector Organizations in Pakistan: An exploratory Account. International Journal of Human Resource Studies ISSN 2162-3058 2012, Vol. 2, No. 1.
  23. Khilji, S. (2002). ‗Modes of Convergence and Divergence: An Integrative View of Multinationals in Pakistan‘ . The International Journal of Human Resource Management. Vol. 13 No. 2, pp. 232–53.
  24. Khilji, S. E. (2006). ''Intended' and 'implemented' HRM: the missing linchpin in strategic human resource management research'. The International. Journal of Human Resource Management, Vol.17, No. 7, pp. 1171-1189.
  25. Kirkpatrick, D. (1994). Evaluating training programs . (San Francisco): Berrett-Koehler).
  26. Lado, A. a. (1993). ‗Human Resource Systems and Sustained Competitive advantage: a competency-based perspective‘. Academy of Management Review, 19, 699-727.
  27. Legge, K. ((1989)). Human resource management: a critical analysis, in New perspectives in human resource management. London: Storey, J. (ed.). Routledge.
  28. Liao, H. T. ((2009)). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. . Journal of Applied Psychology, 94: , 371-391.
  29. Locke, E. A. (1997). Research in personnel and human resources management:. Greenwich: CT: JAI Press.
  30. MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry. . Industrial and Labor Relations Review, 48, 197–221.
  31. Meyer, J. a. (1997). Commitment in the workplace: Theory, research, and application,. Sage Publications, Inc.
  32. Meyer, J. E. (2007). "Employee commitment and support for an organizational change: Test of the three-component model in two cultures. . " . Journal of Occupational and Organizational Psychology 80(2), 185-211.
  33. Nishii, L. (2008). Variability within organizations: Implications for strategic human resources management. In D. B. Smith (Ed.),. The people make the place:. Dynamic linkages between individuals and organizations:, 225- 248.
  34. Paauwe, J. (2004). HRM and performance : achieving long-term viability. Oxford: Oxford University Press.
  35. Paul, A. a. (2003). Impact of people management practices on organizational performance: analysis of causal model, . International Journal of Human Resource Management, 14 (7), 1246-1266.
  36. Ramsay, H. S. (2000). Employees and highperformance work systems: Testing inside the black box. British Journal of Industrial Relations, 38:, 501-531.
  37. Rosan, K. &. (1999). Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42: , 58–74.
  38. Shoemaker, M. N. (2006). ―Human value management. The influence of the contemporary developments of corporate social responsibility and social capital on HRM‖. Management Revue, Vol. 17 No. 4,, pp. 448-65.
  39. Singh, K. (2004). Impact of HR practices on perceived firm performance in India. . Asia Pacific Journal of Human Resources. 42(3), pp. 301- 317.
  40. Singhal, G. a. (1993). ―Managing human resources for innovation and creativity‖. . Research Technology Management, Vol. 36 No. 3, pp. 41-8.
  41. Snell, S. A. (1992). Control theory in strategic human resource management: The mediating effect of administrative information. . Academy of Management Journal, 35:, 292-327.
  42. Snell, W. a. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 23: , 756-772.
  43. Sun, L. Y. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. . Academy of Management Journal, 50:, 558-577.
  44. Walton, R. (1985). From control to commitment in the workplace. . Harvard Business Review 63(2), 77-84.
  45. Wright, N. &. (( 2008)). Employee attributions of the ―why‖ of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology,61:, 503-545.
  46. Wright, P. a. (2003). „The human resource-firm performance relationship: Methodological and theoretical challenges‟, A Guide To The Human Impact Of Modern Working Practices. London: John Wiley and Sons,.
  47. Welbourne, T. a. (1996). ‗Predicting performance of initial public offerings: Should human resource management be in the equation?‘. . Academy of Management Journal, 39, 891- 919.
  48. Z, S. (2009). Managing Human Resources in the 21

Cite this Article: