Hr Practice Affecting Organizational Behavior
Items | Page no | Abstract | 03 | 1.Introduction | 03 | 2. Literature review | 04-07 | 3. Conceptual Model | 07 | 4. Methods | 08 | 5. Factor Analysis | 09 | 6. Data Analysis & Results | 09-10 | 7. Discussion8. Conclusion9. References | 10-111212-13 | CONTENT
AN EMPERICAL STUDY OF THE IMPACT OF HUMAN RESOURCE PRACTISES ON ORGANIZATIONAL PERFORMANCE
ABSTRACT
The research investigated the effect of different human resource practices such as staffing, training, participation, performance appraisal, compensation, and caring on organizational performance on a manufacturer company. Data were collected from 100 respondents based on structured questionnaire. Results indicated significant relationship of staffing, training, performance appraisal, compensation or rewards, and employee caring with organizational performance. The study found weak relationship of employee involvement & participation with organizational performance. The research suggests that implementing these human resource practices may increase manufacturing firm’s organizational performance radically. Keywords: Staffing, training, performance appraisals, compensation, organizational performance.
1. Introduction:
Researchers in the field of strategic human resource management (HRM) have increasingly relied on the resource-based view of the firm to explain the role of human resource practices in firm performance (Wright, Dunford, & Snell, 2001). Indeed, theoretical research on HRM has suggested that systems of HR practices may lead to higher firm performance and be sources of sustained competitive advantage because these systems of practices are often unique, causally ambiguous, and difficult to imitate (Lado & Wilson, 1994). Huselid’s (1995)
Ground breaking study demonstrated that a set of HR practices he referred to as High
Performance Work Systems (HPWS) were related to turnover, accounting profits, and a firm
Market value. The purpose of
AN EMPERICAL STUDY OF THE IMPACT OF HUMAN RESOURCE PRACTISES ON ORGANIZATIONAL PERFORMANCE
ABSTRACT
The research investigated the effect of different human resource practices such as staffing, training, participation, performance appraisal, compensation, and caring on organizational performance on a manufacturer company. Data were collected from 100 respondents based on structured questionnaire. Results indicated significant relationship of staffing, training, performance appraisal, compensation or rewards, and employee caring with organizational performance. The study found weak relationship of employee involvement & participation with organizational performance. The research suggests that implementing these human resource practices may increase manufacturing firm’s organizational performance radically. Keywords: Staffing, training, performance appraisals, compensation, organizational performance.
1. Introduction:
Researchers in the field of strategic human resource management (HRM) have increasingly relied on the resource-based view of the firm to explain the role of human resource practices in firm performance (Wright, Dunford, & Snell, 2001). Indeed, theoretical research on HRM has suggested that systems of HR practices may lead to higher firm performance and be sources of sustained competitive advantage because these systems of practices are often unique, causally ambiguous, and difficult to imitate (Lado & Wilson, 1994). Huselid’s (1995)
Ground breaking study demonstrated that a set of HR practices he referred to as High
Performance Work Systems (HPWS) were related to turnover, accounting profits, and a firm
Market value. The purpose of