Despite the importance of adaptive performance towards enhancing organizational effectiveness, the role of organizational human resource management (HRM) practices as predictors of adaptive performance remains unexplored. This study examined the predictive influence of training, career planning and job autonomy on employees’ adaptive performance. The study employed a survey method coupled with stratified sampling technique among 265 local government employees in Nigeria. The partial least square structural equation modeling (PLS-SEM) was performed. The study revealed that training, career planning and job autonomy significantly influence employees’ adaptive performance. The results suggested that greater the attention given to employees’ training, career planning and job autonomy in the organization, higher will be their adaptive performance. It was identified that HRM practices are important predictors of employees’ adaptive performance that managers and practitioners need to consider in promoting higher adaptive behaviours in the organization. Implications of the study and future research on HRM practices and adaptive performance are discussed in this article.
Improving employee and organizational performance has been the main concern of many organizations for decades and several factors have also been studied as predictors of employee performance in organizations. However, studies that comprehensively measured all the dimensions of employee performance that enhance organizational effectiveness are limited. This paper explored the influence of HRM practices on the employee performance in the Nigerian public sector. Using cross sectional method on 265 participants from local government areas, the findings revealed that HRM practices such as job rotation, job autonomy and career planning had a significant and positive influence on all the three dimensions of employee performance (task, contextual and adaptive performance).
Purpose The purpose of this paper is to explore the relationship between “high-performance” human resource practices (HPHRP) and organizational performance, using organizational and supervisors’ supports as mediating variables. Design/methodology/approach Using cross-sectional design, the data were obtained from 311 public university lecturers in Nigeria. The study employed partial least square structural equation modeling (PLS-SEM) in the analysis. Findings The results suggested that the application of HPHRP in the public universities has direct and indirect effects on organizational performance. Also, HPHRP are linked with both organizational support and supervisory support. In turn, the organizational support and supervisory support are strongly linked with organizational performance. Furthermore, both organizational support and supervisory support fully mediate the positive relationships between HPHRP and organizational performance. The mediating role of both organizational support and supervisory support revealed their significance in HPHRP-performance link particularly within the context of public universities. Research limitations/implications The study employed self-report in collecting data for all the major constructs. Practical implications The study demonstrated the importance of HPHR practices (rigorous selection processes; training and development opportunities; information and communication practices; employee involvement in decision making; job security; fair reward system; team working and career management) and how they are directly related to organizational support, supervisory support and performance of organization. Second, for the management to enhance organizational performance (particularly in public universities), the need to emphasize on appropriate and effective HRM practices capable of promoting organizational and supervisory supports is required. This will enable the creation of supportive work environment that will promote better organizational performance. Originality/value The study adds value by providing additional understanding of the significant role of organizational support and supervisors support in HPHRP-organizational performance link.
Improving individual employee and organizational performance has been the main concern of many organizations for decades and several factors have also been studied as predictors of employee performance. However, the bulk of studies are mainly conducted in the private sector organizations with few attentions accorded to the public sector organizations, even though at present the difference between the two sectors is not much especially with introduction of privatization and New Public Management in the public sector. Drawing upon Social Exchange Theory and the application of Partial Least Square Structural Equation Modeling (PLS SEM), this study examined the mediating role of public service motivation on the relationship between job autonomy, communication practices and employee task and contextual performance. The participants were 288 senior staff of local governments in north-western part of Nigeria. The findings suggested that both job autonomy and communication practices predicted employee task and contextual performance. It was also found that public service motivation is an important mechanism (mediator) in the relationship.
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