The effect of HRM practices on role performance: The case of Suleyman Demirel University
| dc.contributor.author | Baimuldanova T.T. | |
| dc.date.accessioned | 2024-09-05T07:00:55Z | |
| dc.date.available | 2024-09-05T07:00:55Z | |
| dc.date.issued | 2022 | |
| dc.description.abstract | The effect of human resource management (HRM) practices on employee performance have been found as one of the interesting topics in management starting from 1990. Human resource practices have a crucial role in enhancing the performance of employees, which enables firms to realize their objectives. Therefore, the firm should view human resource practices as a core strategy for achieving its objectives through the performance of its people. From year to year, researchers began to focus more on the impact of HRM practices on employee well-being. To explain how human resource management (HRM) contributes to business performance, employee well-being has been emphasized, as it is considered that HRM indirectly influences performance through employee well-being (e.g., Boxall and Macky, 2009; Guest, 2017). The given research paper is based on the quantitative research analysis that is aimed at assessment of the influence of HRM practices on employee role performance both through direct and indirect, with mediation effect of well-being. The HRM-driven model, more specifically the partial mediation model, is used in the paper. The variable “HRM practices” was measured by practices, such as training, promotion, information sharing, and the “well-being” through job satisfaction. Since Suleyman Demirel University was chosen as the main sample of the research analysis, only those practices that are used in the organization are taken into account. Initially, the questionnaire was sent to 312 people, who are working at SDU by using the convenient sampling method. However, responses were retrieved only from 109 people. Based on the results all hypotheses were accepted, and a significant relationship between HRM practices and role performance was determined. Moreover, the mediating role of job satisfaction between the HRM practices organized at SDU and its employees' role performance was confirmed. The results of the research paper helped to better understand how the current HRM practices of the organization affect the job satisfaction of the employees, which will in return influence their performance. | |
| dc.identifier.uri | https://repository.sdu.edu.kz/handle/123456789/1454 | |
| dc.language.iso | en | |
| dc.subject | human resource practices | |
| dc.subject | job satisfaction | |
| dc.subject | business performance | |
| dc.subject | masters dissertation | |
| dc.title | The effect of HRM practices on role performance: The case of Suleyman Demirel University | |
| dc.type | Other |