Human resources management policies and practices scale (HRMPPS): exploratory and confirmatory factor analysis

Demo, Gisela; Neiva, Elaine Rabelo; Nunes, Iara Holanda; Rozzett, Késia

doi:10.1590/s1807-76922012005000006

Cited by 118 publications

(128 citation statements)

References 42 publications

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“…The measures for training and work environment and employee compensation were adapted from Demo et al (2012). The measure for employee satisfaction was adapted from Peltier, Dahl (2009).…”

Section: Measurement Of Variablesmentioning

confidence: 99%

Human Resource Management Practices and Employee Satisfaction in Microfinance Banks in Nigeria

Nwachukwu

2017

Trends Economics and Management

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Purpose of the article: The role of microfinance banks (MFBs) in the growth and development of businesses in an emerging market such as Nigeria cannot be overemphasised. Implementing sound human resource practices can enable MFBs satisfy their employees and sustain competitive advantage. Methodology/methods: A purposive sample of 60 senior employees of 10 microfinance banks in Nigeria was used for this study. All the 60 questionnaires were returned but 59 were found usable for the analysis, accounting for 98.3% response rate. In analyzing our data, Pearson correlation, ANOVA, and multiple regression techniques were used. Scientific aim: The goal of this study is to investigate HRM practices and employee satisfaction in microfinance banks in Nigeria. Findings: The result shows that a significant positive association exists between human resource planning, training and development, employee compensation and employee satisfaction. However, an insignificant positive relationship exists between work environment and employee satisfaction. Only three out of the four hypotheses are supported. Conclusions: HRM practices are tools used by organisations to get the best out of their workers, thus, achieve superior business performance. The authors, therefore, recommend that organizations that want to remain competitive must ensure that various stakeholders are satisfied (including employees) by implementing a robust HRM practices.

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“…The measures for training and work environment and employee compensation were adapted from Demo et al (2012). The measure for employee satisfaction was adapted from Peltier, Dahl (2009).…”

Section: Measurement Of Variablesmentioning

confidence: 99%

Human Resource Management Practices and Employee Satisfaction in Microfinance Banks in Nigeria

Nwachukwu

2017

Trends Economics and Management

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“…The six-factor Human Resource Management Policies and Practices Scale (HRMPPS) developed and validated by Demo et al (2012) was used as the measure to assess employee perceptions regarding HRM policies and practices.…”

Section: Instrumentmentioning

confidence: 99%

“…(Demo, Neiva, Nunes, & Rozzett, 2012). Rodríguez-Carvajal, MorenoJiménez, Rivas-Hermosilla, Álvarez-Bejarano, and Vergel (2010) found that to meet these market challenges and achieve excellence, organizations used two different strategies.…”

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confidence: 99%

Well-Being at Work Scale: Exploratory and Confirmatory Validation in the USA

Demo

Paschoal

2016

Paidéia (Ribeirão Preto)

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Given the lack of instruments to measure both affective and cognitive elements of well-being at work, the objective of this study is to look for evidence of validity in the US regarding the well-being at work scale, which was first validated in Brazil to measure employee well-being perceptions. Two studies using two different American samples of 809 participants in total were conducted for the exploratory and confirmatory validation of the scale. Construct validity was determined using convergent, discriminant, and nomological validity, which was assessed using a structural equation model to determine a correlation between well-being at work and human resources management practices. This research provides a comprehensive and operationally valid measure of well-being in work settings. The three-factor model can be used as a diagnostic tool for managers who wish to identify and improve the well-being of their work teams.Keywords: emotions, factor analysis, measurement, occupational health, organizational psychology Escala de Bem-Estar no Trabalho: Validações Exploratória e Confirmatória nos EUAResumo: Considerando a carência de instrumentos para mensurar os elementos afetivos e cognitivos do bem-estar no trabalho, o objetivo deste estudo foi buscar evidências de validade nos EUA da escala de bem-estar no trabalho, validada primeiramente no Brasil para avaliar as percepções dos empregados relativas ao seu bem-estar. Dois estudos foram conduzidos para as validações exploratória e confirmatória da escala, com duas amostras americanas diferentes, totalizando 809 participantes. A validade de construto foi verificada por meio das validades convergente, divergente e nomológica, esta última obtida pela análise da correlação entre o bem-estar no trabalho e práticas de gestão de pessoas em um modelo de equações estruturais. Esta pesquisa oferece uma medida abrangente e operacionalmente válida para avaliar o bem-estar no ambiente de trabalho. Como contribuição prática, o modelo de três fatores produzido pode ser usado como ferramenta diagnóstica para os gestores organizacionais que desejem identificar e aprimorar o bemestar de suas equipes de trabalho.Palavras-chave: emoções, análise fatorial, medidas, saúde ocupacional, psicologia organizacional Escala de Bienestar en el Trabajo: Validación Exploratorio y Confirmatorio en los EEUUResumen: Considerando la carencia de instrumentos para mensurar los elementos afectivos y cognitivos del bien-estar en el trabajo, el objetivo de este estudio fue buscar en los EEUU evidencia de validez de la escala de bienestar en el trabajo validada previamente en Brasil para evaluar las percepciones de los empleados relativas a su bien-estar. Dos estudios fueran conducidos para las evaluaciones exploratoria y confirmatoria de la escala, con dos amuestras americanas diferentes, totalizando 809 participantes. La validad de constructo fue verificada por medio de las validades convergente, divergente y nomológica, esta última obtenida por el análisis de la correlación entre el bien-estar e...

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“…For instance, based on the review of research by Uysal (2012), the major HRM policies such as staffing, training, performance evaluation and compensation are strongly and positively as well as significantly correlated. Such results are of importance for obtaining a better understanding of the inter-relationships between HRM practices so that the effect of the HR systems on employee-based organizational outcomes can be enhanced (Demo, Neiva, Nunes, & Rozzett, 2012).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable

Tabouli¹,

Habtoor²,

Nashief³

2016

ASS

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This study aims to examine the impact of the human resource management (HRM) policies on the organizational commitment and the performance of the employees at Jumhoruia bank in Libya. The study encompasses the policies factor as an independent variable and the factor of employee performance as a dependent variable. This study also intends to investigate the role of "organizational commitment" as a mediator variable between the polices of (HRM) and the performance of the employee, and to achieve these aims, the researchers have used the descriptive analytical method (quantitative) which represented using (CFA) in order to verify the structural truth of the study factors reaching to use (SEM-AMOS). The study is targeting all employees working in Jumhoruia bank, the headquarters and the branches in the capital city of Libya, Tripoli The study has concluded with many results, and one of the most important results is that, there is a positive relationship between the (HRM) and the employees' performance. The study also found that there is an indirect positive effect to the (HRM) through the organizational commitment with a percentage higher than the direct impact. the researchers recommends that all policy makers of (HRM) should pay more concern on policies and practices related to the employees which results into developing the employees' performance, also policy makers inside the bank should concentrate on emotional aspects of the employees which in turn result into a higher positive influence on their performance compared with the direct impact on their performances.

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Human resources management policies and practices scale (HRMPPS): exploratory and confirmatory factor analysis

Cited by 118 publications

References 42 publications

Human Resource Management Practices and Employee Satisfaction in Microfinance Banks in Nigeria

Human Resource Management Practices and Employee Satisfaction in Microfinance Banks in Nigeria

Well-Being at Work Scale: Exploratory and Confirmatory Validation in the USA

The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable

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