The Moderating Role of Training on the Relationship Between Strategy Management, Information Technology Management and Organizational Performance of Sharjah Police

Abdulhabib, Abdulla Awadh Abdulla; Al-Dhaafri, Hassan Saleh

doi:10.20319/pijss.2019.51.866886

Cited by 5 publications

(4 citation statements)

References 15 publications

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“…In terms of the moderating effect of T&D on the relationship between CD and ER, our finding is similar to Imna and Hassan (2015) but contradicts some studies, such as Kodwani and Prashar (2019), Abdulhabib and Al-Dhaafri (2019) and Aruldoss et al (2021), who found T&D has a significant moderating effect on the relationship between CD and employee outcomes, such as innovation, commitment, and performance. Therefore, H7 could not be supported.…”

Section: Discussioncontrasting

confidence: 82%

“…It was found that (Kodwani & Prashar, 2019). Also, it was found that training has significant and positive moderating effects on employee performance among IT employees (Abdulhabib & Al-Dhaafri, 2019). Similarly, T&D had a positive and significant moderating effect on the relationship between foreign technology licencing and innovation (Nguyen-Van & Chang, 2020).…”

Section: Moderating Effects Of Training and Developmentmentioning

confidence: 90%

“…This means T&D plays an interactive role in moderating the relationship between CD practices and employee retention (Imna & Hassan, 2015). Although, there was very little or limited research that examined the moderating effects of T&D on the relationship between HRM practices of CD practices and employee retention, several studies examined the moderating effects of T&D on employee outcomes, such as motivation to learn (Kodwani & Prashar, 2019) and employee performance (Abdulhabib & Al-Dhaafri, 2019). It was found that (Kodwani & Prashar, 2019).…”

Section: Moderating Effects Of Training and Developmentmentioning

confidence: 99%

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Employee retention through effective human resource management practices in Maldives: Mediation effects of compensation and rewards system

Hassan¹

2022

JEMI

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PURPOSE: The purpose of this study is to examine the effects of human resource management (HRM) practices on employee retention mediated by reward and compensation. Also, this study has examined the moderating role of performance appraisal, and training and development on the relationship between HRM practices and employee retention. METHODOLOGY: A sample of 250 respondents among the employees working in the retail sector in Capital City of Maldives was selected using the random probability sampling technique. A structured questionnaire was distributed, and data was collected. Structural equation modeling analysis was carried out to examine the causal effect of HRM practices on employee retention. FINDINGS: The results showed that reward and compensation (R&C) practices had significant and positive effects on employee retention. However, the study found no significant effect of career development, training and development, and performance appraisal on employee retention. In terms of mediating effects, R&C had significantly positive mediating effects on the relationship between training and development (T&D) and employee retention as well as on the relationship between performance appraisal and employee retention. However, there were no moderating effects between performance appraisal as well as T&D and employee retention. Therefore, it was concluded that increasing the positive perception towards HRM practices, particularly R&C practices in the retail sector of Maldives, causes an increase in employee retention (ER). Also, it was concluded that HRM practices such as R&C mediate the relationship between Training and Development (T&D) and Employee Retention along with the relationship between Performance Appraisal (PA) and ER. This means, indirectly PA and T&D can increase ER in the retail sector of Maldives. Similarly, we conclude that there is no moderating effect of PA and T&D in the relationship between HRM practices and ER. The overall conclusion is that R&C has a partial mediating effect on the relationship between HRM practices and ER. IMPLICATIONS: This study contributes to the current knowledge of HRM by confirming that reward and compensation is a key determinant and a significant mediator for employee retention. This study contributes to developing new knowledge in the theoretical domains of HRM practices. In particular, the findings of the study strengthen Hertzberg‘s Two-Factor theory by confirming that career growth opportunities, advancement and salary significantly determine employee retention. This showed that both motivators and hygiene factors are crucial in retaining employees. In practice, the findings also enable managers to make new organizational and HRM policy decisions on improving and enhancing employee retention. This study can be useful for organizational management to formulate effective reward and compensation policies. This study signifies the importance of training and development and performance appraisal by linking these with reward and compensation practices. ORIGINALITY AND VALUE: This could be one of the pioneering studies carried out in the retail sector of Maldives by examining the four constructs of human resource management practices to shed light on how retail sector business organizations in Maldives make decisions on improving employee retention. Furthermore, the current study indicated that reward and compensation have full mediating effects on the relationship between employee retention and training and development as well as performance appraisal. This filled the existing research gaps by adding value to the existing literature. Moreover, the current study adds practical values by confirming that reward and compensation should be emphasized to retain employees through other human resource management practices in the retail sector of Maldives.

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Section: Discussioncontrasting

confidence: 82%

Section: Moderating Effects Of Training and Developmentmentioning

confidence: 90%

Section: Moderating Effects Of Training and Developmentmentioning

confidence: 99%

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Employee retention through effective human resource management practices in Maldives: Mediation effects of compensation and rewards system

Hassan¹

2022

JEMI

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“…Indeed, studies based on human capital theory have shown that there is a linear relationship between on-the-job-training and employee productivity (Jung, 2016). However, to highlight the results of human resources at the PEOPLE: International Journal of Social Sciences ISSN 2454-5899 organizational level, each company must develop a business strategy that adds value to human resources and promotes every opportunity to acquire knowledge (Lucas, 2010. Abdulhabib & Al-Dhaafri, 2019.…”

Section: The Relationship Between Training and Productivitymentioning

confidence: 99%

On-the-Job Training in Coffeehouse Chains Employees- A New Trend or a Prerequisite?

Smaro

2020

pijss

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The present study examines the relationship between coffeehouse chains employees' on-the-job training and their productivity, as factors that may have contributed to the sector's development during the economic crisis in Greece. The reason for conducting this research was the development and expansion of training for employees in coffeehouse chains as an HR practice. This is quantitative research, with a sample consisted of 175 coffeehouse chains employees in Thessaloniki, Greece. The required data were collected using Job Training and Job Satisfaction Survey (only the part related to job training) developed by Schmidt (2004) and Job Performance Scale developed by Williams and Anderson (1991). The results of this study showed that there is a significant and positive relationship between the sample's on-the-job training and their productivity and thus, this training constitutes a predictive factor for the employees' productivity. Findings also revealed that women and older employees in coffeehouse chains evaluated training as more important than men and younger employees. Similar results were observed with respect to the relationship between age and productivity, as younger employees had lower productivity. This research contributes to the relevant field by highlighting the impact of training on employee productivity. As the coffeehouse

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Effect on the relationship between organizational citizenship behavior (OCB) on millennial employees performance: Mediating and moderating

Ilhami¹

2023

3rd International Conference of Bio-Based Economy for Application and Utility

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The Moderating Role of Training on the Relationship Between Strategy Management, Information Technology Management and Organizational Performance of Sharjah Police

Cited by 5 publications

References 15 publications

Employee retention through effective human resource management practices in Maldives: Mediation effects of compensation and rewards system

Employee retention through effective human resource management practices in Maldives: Mediation effects of compensation and rewards system

On-the-Job Training in Coffeehouse Chains Employees- A New Trend or a Prerequisite?

Effect on the relationship between organizational citizenship behavior (OCB) on millennial employees performance: Mediating and moderating

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