Impact of HR Practices on Performance of Teachers in Colleges of Azad Kashmir
Author(s)
Imrab Shaheen , Dr.Mushtaq A.Sajid , Mrs.Qudsia Batool ,
Download Full PDF Pages: 24-32 | Views: 486 | Downloads: 118 | DOI: 10.5281/zenodo.3404699
Abstract
This study is aimed to determine the impact of Human Resource practices on the performance of college teachers in two districts of Azad Jammu & Kashmir. Four practices namely recruitment & selection, performance appraisal, compensation and training were taken as independent variables while teacher’s performance was taken as dependent variable Data were collected through structured questionnaire containing a five point likert scale. Sample of this study was consisted of 100 teachers from four colleges of two districts of AJ&K. Simple random sampling was used as a sampling technique and this study was cross sectional in nature. Descriptive statistics (mean & standard deviation) and linear Regression, were used for various analyses of this study. The findings of the research revealed that HR practices are significant predictors of teacher’s performance. The results of this study showed that HR practices have a considerable impact on the performance of college teachers.
Keywords
Human Resource Practices, Teacher’s Performance, Recruitment & Selection, Compensation, Performance Appraisal, Training.
References
i. Aleem et al.,(2011) An empirical investigation of human resource practices: A study of autonomous medical institution employees in Punjab, Pakistan. African Journal of Business Management Vol. 6(21), pp 6390-6400, 30 May, 2012, ISSN 1993-8233 ©2012 Academic Journals.
ii. Armstrong, M., (2006). A Handbook of Human Resource Management Practice (10th edition), London & Philadelphia, Kogan Page Ltd
iii. Bibi et al.,(2012).The Effect of Human Resource Management Practices on Employees’ Job Satisfaction in the Universities of Pakistan. Business Management Dynamics Vol.1, No.8, Feb 2012, pp.01-07.
iv. Chang, S. & Lee, M.S. (2007). A study on relationship among leadership, organizational culture, the operation of learning organization and employees’ job satisfaction vol 14,issue 02,page 157.
v. Coens T, Jenkins M (2000). Abolishing Performance Appraisals, San Francisco, CA, BerrettKoehler Publishers, Inc.
vi. Cooke, (2005). HRM, Work and Employment in China,. Routledge, London and New York, paperback, ISBN 0-415-32784-9, 236 pp.
vii. Dessler, G. (2008). Human Resource Management (11th edition), New Delhi, Prentice Hall, of India Private Ltd.
viii. Delaney & Huselid,(1996).The Impact of HRM Practices on perceived Organizational Performance,USA.Academy of Management Journal,1996,vol. 39,No.4,949-969.
ix. Frye MB (2004). Equity Based Compensation for Employees: Firm Performance and Determinants. J. Financ. Res., 27(1): 31-54.
x. Ghebregiorgis F, Karsten L (2006). Human resource management practices in Eritrea: Challenges and prospect. Employee Relat., 28(2): 144-63.
xi. Gerhart, B. et al. (2007). Fundamentals of HRM. New York, The McGraw hill companies, Inc.
xii. Guest, D. (2002). Human Resource Management, Corporate Performance and Employee Wellbeing: Building the Worker into HRM, The Journal of Industrial Relations, 44(3), 335-358.
xiii. Hong et al.,(2012).An Effectiveness of Human Resource Management Practices, Malaysia. Employee Retention in Institute of Higher learning: - A Regression Analysis, International Journal of Business Research and Management (IJBRM), Volume (3) : Issue (2) : 2012 60.
xiv. Huselid, M. A. (1995). The impact of human resource management practices on Turnover, productivity and Corporate Financial Performance, Academy of Management Journal, 38(3), 635-672.
xv. Khan et al., (2010). The Impacts of Organizational Commitment on Employee Job Performance European Journal of Social Sciences – Volume 15, Number 3 (2010) 292.
xvi. Khatri N., (1999). ”Emerging issues in Strategic HRM IN Singapore, International Journal of Manpower, Vol.20,No.8,pp.516-529
xvii. Ruwan, A., (2007). The Impact of Human Resource Practices on Marketing Executive Turnover of Leasing Companies in Sri Lanka. Contemp. Manage. Res., 3(3): 63-76.
xviii. Shikha N. Khera(2010). Human Resource Practices and their Impact on Employee Productivity: A Perceptual Analysis of Private, Public and Foreign Bank Employees in India, DSM Business Review Vol. 2, No. 1 (June, 2010).
xix. Sels L, De Winne S, Maes J, Delmotte J, Faems D, Forrier A (2006). Unraveling The HRM– Performance Link: Value Creating and Cost Increasing Effects of Small Business HRM. J. Manage. Stud., 43(2): 319-342.
xx. Singh K (2004). Impact of Hr Practices On Perceived Firm Performance in India. Asia Pacific J. Human Resour., 42(3): 301.
xxi. Tessema, M. and Soeters, J. (2006). Challenges and prospects of HRM in developing countries: testing the HRM-performance link in Eritrean civil service, International Journal of Human Resource Management, 17(1), 86-105.
xxii. Tiwari R & Saxena, K (2012). Human Resource Management Practices:A Comprehensive Review.Pakistan Business Review January 2012.
xxiii. Wright et al.,(2003). The impact of HR practices on the performance of business units, Human Resource Management Journal, Vol 13 No 3, 2003, pages 21-36.
Cite this Article: