Impact of Hrm Practices
ijcrb.webs.com
MAY 2012
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
VOL 4, NO 1
Impact of HR Practices on Employee Job Satisfaction in Public Sector Organizations of Pakistan
Muhammad Javed Faculty of Administrative Sciences Air University Islamabad, Pakistan Muhammad Rafiq (Corresponding Author) Faculty of Administrative Sciences Air University Islamabad, Pakistan Islamabad, 44000, Federal, Pakistan. Maqsood Ahmed Faculty of Administrative Sciences Air University Islamabad, Pakistan Mustajab Khan MS Scholar Muhammad Ali Jinnah University Islamabad, Pakistan Abstract A lot of research has been done on the relationship of HR Practices and employee job satisfaction but the main focus and theme behind those research studies has been the developed countries. The purpose of this study is to observe the relationship between three HR Practices i.e. (Training and Development, Rewards, Recognition) and the employee job satisfaction in the public sector organizations of a developing country, Pakistan. Data has been collected from the employees of various public sector organizations and then regression and correlation have been applied to check the relationship between the dependent and independent variables. Recognition and training and development are a key source of employee job satisfaction in Public sector organizations of Pakistan but rewards do not have any significant impact upon employee job satisfaction. Key Words: Training and development; Rewards; Recognition; Job satisfaction; Pakistan
Introduction
A lot of researchers have found that HR Practices are positively linked with employee job satisfaction (Wright et al., 2003; Spector, 1997; Huselid 1995); Petrescu & Simmons, 2008). The aim and main focus of these studies have been developed countries. The eyes did not
COPY RIGHT © 2012 Institute of Interdisciplinary Business Research
348
ijcrb.webs.com
MAY 2012
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN
MAY 2012
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
VOL 4, NO 1
Impact of HR Practices on Employee Job Satisfaction in Public Sector Organizations of Pakistan
Muhammad Javed Faculty of Administrative Sciences Air University Islamabad, Pakistan Muhammad Rafiq (Corresponding Author) Faculty of Administrative Sciences Air University Islamabad, Pakistan Islamabad, 44000, Federal, Pakistan. Maqsood Ahmed Faculty of Administrative Sciences Air University Islamabad, Pakistan Mustajab Khan MS Scholar Muhammad Ali Jinnah University Islamabad, Pakistan Abstract A lot of research has been done on the relationship of HR Practices and employee job satisfaction but the main focus and theme behind those research studies has been the developed countries. The purpose of this study is to observe the relationship between three HR Practices i.e. (Training and Development, Rewards, Recognition) and the employee job satisfaction in the public sector organizations of a developing country, Pakistan. Data has been collected from the employees of various public sector organizations and then regression and correlation have been applied to check the relationship between the dependent and independent variables. Recognition and training and development are a key source of employee job satisfaction in Public sector organizations of Pakistan but rewards do not have any significant impact upon employee job satisfaction. Key Words: Training and development; Rewards; Recognition; Job satisfaction; Pakistan
Introduction
A lot of researchers have found that HR Practices are positively linked with employee job satisfaction (Wright et al., 2003; Spector, 1997; Huselid 1995); Petrescu & Simmons, 2008). The aim and main focus of these studies have been developed countries. The eyes did not
COPY RIGHT © 2012 Institute of Interdisciplinary Business Research
348
ijcrb.webs.com
MAY 2012
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN
References: Ali, R., & Ahmed, M. S. (2009). The impact of reward and recognition programs on employee’s motivation and satisfaction: an empirical study. International Review of Business Research Papers, 5(4), 270-279. AmbaRao, S.C., Petrick, J.A., Gupta, N.D., & Von der Embse, T.J. (2000). Comparative performance appraisal practices and management values among foreign and domestic firms in India. International Journal of Human Resource Management, 11 (1), 60-89. Aycan, Z. (2006). Human resource management in Turkey. In P.Budhwar & K. Mellahi (Eds.). Managing human resources in the Middle East 12(1), 160-180. Aycan, Z., Kanungo, R. N., Mendonca, M., Yu, K., Deller, J., Stahl, G. and Kurshid, A. (2000). Impact of Culture on Human Resource Management Practices. An International Review, 49(1), 192-221. Blum, M.L, and Naylor, J.C (1968), Industrial Psychology: Its Theoretical and Social Foundation, Harper & Row, New Yark NK. Carmen C, Jose GM (2008). The role of technological and organizational innovation in the relation between market orientation and performance in cultural organizations. Europ. J. Inn. Manage.11(3), 413-434. Clifford JM (1985). The Relative Importance of Intrinsic and Extrinsic Rewards as Determinants of Work Satisfaction, Soc. Quart., 26(3): 365-385. Clifford JM (1985). The relative importance of intrinsic and extrinsic rewards as determinants of work satisfaction, Journal of Sociology, 26(3), 365-385. Dessler , G., Human resource management. New Delhi: Prentice Hall of India Private Limited, 2007. Doyle, M., (1997). Management development, in Beardwell, I. and Holden, L. eds Human Resource Management: A Contemporary Perspective,. London: Pitman. Garcia, M., (2005). Training and business performance: The Spanish case. International Journal of Human Resource Management, 16, 1691-1710. 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. 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. 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. Janet L, Bokemeier JL, Bokeimer WBL, (1987). Job values, rewards, and work conditions as factors in job satisfaction among men and women, Soc. Quart., 28(2): 189-204. Kalleberg A, L, (1977). Work values and job rewards: a theory of job satisfaction, Am. Sociol. Rev., 42: 124-143. Mahmood , M. H., The institutional context of human resource management: Case studies of multinational subsidiaries in Bangladesh. Unpublished doctoral thesis, University of Manchester, Miller, D., 2006 Petrescu , A. I., Simmons , R., Human resource management practices and workers’ job satisfaction. International Journal of Manpower, Vol.29, No.7, pp. 651-667, 2008. Robbins, S. P. (2003). Essentials of organizational behavior 7 ed. Upper Saddle River,New Jersey: Pearson Education, Inc. Rogg, K. L., Schmidt, D. B., Shull, C. & Schmitt, N.(2001). Human resources practices, organizational climate and customer satisfaction. Journal of Management, 27, 431–449. Rue, L.W., & Byars, L.L. (1992). Management skills and application 6 ed. New Jersey: Prentice-Hall International. Skinner, B. F. (1953). Science and Human Behavior. New York: Free Press. Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New York: John Wiley & Sons. 14(1), 20-32. Spector, P. (1997), Job Satisfaction: Application, Assessment, Cause and Consequences, Sage Publications, London, Spector, P Vansteenkiste, M., & Deci, E. L. (2003). Competitively contingent rewards and intrinsic motivation: Can losers remain motivated?. Psychological Review, 14. 370-396. Wright, P. M., Garden, T. M. and Moynihan, L. M. (2003). The impact of HR practices on the performance of business units, Human Resource Management Journal, 13(3), 21-36.