Hr Practices and Performance Among Teachers in Pakistan

Abstract

The purpose of this qualitative study is to explore the perceptions and understanding of teachers about ‘HRM practices both in public and private universities of Pakistan. Further, to explore how teachers associate the fairness of HR practices and other organizational factors, to the individual and organizational outcomes/performance. To this end, semi structured interviews were conducted to explore the perceptions of teachers about HR practices and performance. The findings of the interviews indicate that the existence of fairness of HR practices not only makes teachers work better (Teacher’s performance) but also generate a feeling of obligation to contribute towards organizational objectives (Exchange relationship). It is also evident from the interviewees’ account that among other organizational factors, organizational support is also one of the most critical factors which develops a feeling of commitment and satisfaction with the organization. However, in this context, the role of HR managers is very important not only in developing such HR systems that give employees a sense of organizational support but to implement those systems, practically giving them the signal of organizational justice. This study is unique as it is an attempt to integrate the perspective of teachers in HRM and performance literature which is a highly under-researched group in developing countries like Pakistan. This study can also help HR practitioners and educational policy makers in designing holistic and employee friendly policies if they want to be competitive and successful. The paper is concluded by discussing the limitations and implications of the study and future directions.

Analyzing the Influence of High Commitment Human Resource Management Practices on the Performance of University Non-academic Staff in Pakistan: A Two-Stage Mediation and Moderation Study

“…A literature review of several studies has moved the HRM topic into the spotlight to make it more visible or prominent (Rehman & Hameed, 2011). The "high commitment HR practises" bundle is studied to choose and comply with the ten best practises of HR for the workplace (Gould-Williams, 2004) that are: 1) panoptic training and development; 2) effective communication; 3) internal hiring; 4) employee empowerment; 5) team work; 6) selection process; 7) job security; 8) clear role with lack of status differences; 9) payoffs for performance; and 10) decision making participation.…”

Connecting the Dots: How Organizational Commitment Mediates the HR Practices-Turnover Intention Link

“…Prior studies have primarily focused on assessing the effects of HR practices at the organizational level (Rehman & Hameed, 2011), often overlooking their influence at the individual level (Guchait & Cho, 2010). Researchers have tended to allocate limited attention to exploring how individual employees perceive and evaluate the impact and feasibility of an organization's HR practices (Boon et al, 2011;Guchait & Cho, 2010;Jan et al, 2021).…”