The Effect of Human Resources Planning and Training and Development on Organizational Performance in the Government Sector in Jordan

Qudah, Mohammadnoor Khaled M. Al; Osman, Azlin Fazlina; Halim, Mohd Suberi Ab; Shatanawi, Hamza Ali Al

doi:10.6007/ijarbss/v4-i4/755

Cited by 16 publications

(10 citation statements)

References 13 publications

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“…Through training & development, the employees are able to acquire the necessary knowledge and enhance their capacities to sustain and improve their performance (Atteya, 2012). Besides that, the equipment provided during these training & development courses should be adequate to ensure all employees have similar training opportunity (Al-Qudah et al, 2014) and to clear any doubts that the employees may have by exposing them to all key areas of the industry. The individual who is responsible for the training and development should be well-informed and possesses the expertise and capacity to address all questions posed by the employees.…”

Section: Adams' Equity Theorymentioning

confidence: 99%

The effect of HRM practices and employees’ job satisfaction on employee performance

Mira¹,

Choong²,

Thim³

2019

10.5267/j.msl

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Saudi Ports, is one of the busiest seaports in the world and the biggest ports in the Middle East, which is facing challenges from different ports such as Salalah and Dubai ports especially in the cargo section, which can release their cargoes and goods in a short time without any congestion of stock. The current challenges of Saudi Ports Authority are the overstock of cargo which is the result of low performance of workers at cargo field. This paper investigated the root of this problem based on the role of the human resource practices such as training and development, reward, job analysis, social support, recruitment and selection, employee relationship and empowerment, employee satisfaction into employee performance. In other words, the current study explored to know whether HRM practices offer direct impact on the employee performance or through employees' job satisfaction on employee performance to solve the said problem. The study analysed the 367 Saudi port authority employees' data and found a positive significant relationship between HRM practices and employee performance. Furthermore, the current study revealed a positive relationship between employee job satisfaction and employee performance. Moreover, the present study found the insignificant relationship between HRM practices and employee job satisfaction but reported no significant mediating role of employee job satisfaction between HRM practices and employee performance.

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Section: Adams' Equity Theorymentioning

confidence: 99%

The effect of HRM practices and employees’ job satisfaction on employee performance

Mira¹,

Choong²,

Thim³

2019

10.5267/j.msl

View full text Add to dashboard Cite

show abstract

“…Therefore, research for seeking perceptive agreement between these two parties on human resource practice is necessary (Nishii & Wright, 2008 ). Organizational performance is highly dependent on the employee performance and successful organization agrees that human resource contributes to performance (AL-Qudah, Osman, Ab Halim, & Al-Shatanawi, 2014). HRM practices are implemented for employee"s performance evaluation and in this highly competitive era, improve HRM practices could have boost up employee performance (Caliskan, 2010;Bowra, Z. et.al, 2012).…”

Section: Employee Performancementioning

confidence: 99%

The Influence of Human Resource Management Practices on Employee Performance in the Manufacturing Sector in Malaysia

Hee¹,

Jing²

2018

IJHRS

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The purpose of this study is to examine the relationship between Human Resource Management (HRM) practices (Compensation and Benefits, Work-life Policies, Performance Appraisal and Training and Development) and employee performance. Data was collected through questionnaire from 161 employees of a manufacturing company in Johor, Malaysia. The results of the multiple regression analysis showed that performance appraisal and training and development were significantly related to employee performance. The findings suggested that training and development is the most important factor that positively influences employee performance followed by performance appraisal. Compensation and benefits and work-life policies were found to be not significant in predicting employee performance. In relation to these findings, human resource department shall have designed suitable training plan with comprehensive and consistent performance appraisal system for the employees.

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“…The measure for employee satisfaction was adapted from Peltier, Dahl (2009). For human resource planning authors adapted the measure proposed by AL-Qudah et al (2014). The details of the measures used in this study are presented in Attachment 1.…”

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 Effect of Human Resources Planning and Training and Development on Organizational Performance in the Government Sector in Jordan

Cited by 16 publications

References 13 publications

The effect of HRM practices and employees’ job satisfaction on employee performance

The effect of HRM practices and employees’ job satisfaction on employee performance

The Influence of Human Resource Management Practices on Employee Performance in the Manufacturing Sector in Malaysia

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

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