How do HRM practices improve employee satisfaction?

Abstract

Using employer–employee data, this article studies the relationships between the bundle of human resource management (HRM) practices and job satisfaction. By simultaneously integrating employee HRM exposure and HRM perception, which remains scarce in the literature, the authors find that a high HRM exposure is not sufficient to improve job satisfaction when employee HRM perception is taken into account. Moreover, the study highlights that differences in the level of employee HRM perception, contrary to the level of exposure, influence the way employees react to their personal, job and workplace characteristics. The results suggest a role for managers to strengthen employee positive HRM perception to improve job satisfaction.

Performance measurement system using performance prism approach in batik company: a case study

“…In general, HRM (Human Resource Management) practices such as training and development, rewards, job analysis, social support, recruitment and selection, employee relations, and empowerment are said to have a significant relationship with employee performance, as well as employee job satisfaction significantly affect employee performance [25]. Then, HRM practice has no significant effect on employee satisfaction because it depends on employee perceptions [26]. Therefore, a manager's role is needed to strengthen employees' positive HRM perceptions to increase job satisfaction.…”

Factors impacting the Czech employees' job satisfaction

“…Such findings are also relevant for the business practitioners, owners and managers of companies, delivering them information on the characteristics, and specifics of workspace and jobs, that determine the overall satisfaction of their employees, bearing in mind that satisfied employees are more engaged and productive at work (Hauff, et al, 2022;Aydin, 2022), as described in the happy-productive worker model (Aziri, 2011). Therefore, employers and business owners should be regularly interested in knowing the satisfaction levels of their employees, for example, through conducting regular surveys of employee satisfaction or interviews, allowing them to identify the most problematic aspects of work-life and dealing with them (Hauret et al, 2022;Nguyen and Uong, 2022). Despite using a large and representative sample of Czech employees, the study is not without limitations.…”

Impact of Recruitment and Selection Practices on Teaching Faculties Satisfaction at Community Colleges of Nepal

“…frustration, irregularities and so on (Sabiu et al, 2019) that generates happiness. In this connection, Hauret et al, (2020) say happier employee tend to be more creative and productive which eventually generates and sustains improved organizational performances. Mira et al, (2019) argue that fair HR practices stimulates to the knowledge, creativity, commitment of employees that help to increase immense performance of organization.…”

“…Utilizing cheerful employees at work could be vital issue for organization. More joyful employees tend to be more inventive, execution and profitable, which eventually produces and maintains made strides (Hauret et al, 2020) quality education.…”