Hrm Practices and Employee Performance
African Journal of Business Management Vol. 5(13), pp. 5249-5253, 4 July, 2011
Available online at http://www.academicjournals.org/AJBM
DOI: 10.5897/AJBM10.1605
ISSN 1993-8233 ©2011 Academic Journals
Full Length Research Paper
HRM and employee performance: A case of university teachers of Azad Jammu and Kashmir (AJK) in Pakistan
Sohrab Ahmad1 and Khurram Shahzad2*
1
Faculty of Management Sciences, Mohi-ud-Din Islamic University, Islamabad, Pakistan.
Faculty of Management Sciences, Riphah Internatinal University, Islamabad, Pakistan.
2
Accepted 10 February, 2011
This study investigated the impact of three HR practices on the perceived performance of university teachers in AJK. Responses from113 respondents were used to analyze the impact of selected HR practices (compensation, performance evaluation, and promotion practices) on the employee’s performance. Pearson correlation and regression have been used to find the association among variables and impact of three independent variables on the dependant variable of perceived performance of university teachers. The result of the study showed that the compensation practices in relation to the employees’ performance are significantly positively correlated whereas the performance evaluation and promotion practices have insignificant relationship with the performance of university teachers in AJK Pakistan. Results have been discussed in context of AJK universities and recommendations have been made for university managers.
Key words: HR practices, compensation, performance evaluation, promotion practices, teachers’ performance,
Azad Jummu and Kashmir, Pakistan.
INTRODUCTION
It has been observed by researchers that there is positive relationship between HR practices and employee performance (Gould-Williams, 2003; Park et al., 2003;
Wright et al., 2003; Tessema and Soeters, 2006) and organizational performance (Quresh et al., 2010). HR plays its role as a plus which may be a source
Available online at http://www.academicjournals.org/AJBM
DOI: 10.5897/AJBM10.1605
ISSN 1993-8233 ©2011 Academic Journals
Full Length Research Paper
HRM and employee performance: A case of university teachers of Azad Jammu and Kashmir (AJK) in Pakistan
Sohrab Ahmad1 and Khurram Shahzad2*
1
Faculty of Management Sciences, Mohi-ud-Din Islamic University, Islamabad, Pakistan.
Faculty of Management Sciences, Riphah Internatinal University, Islamabad, Pakistan.
2
Accepted 10 February, 2011
This study investigated the impact of three HR practices on the perceived performance of university teachers in AJK. Responses from113 respondents were used to analyze the impact of selected HR practices (compensation, performance evaluation, and promotion practices) on the employee’s performance. Pearson correlation and regression have been used to find the association among variables and impact of three independent variables on the dependant variable of perceived performance of university teachers. The result of the study showed that the compensation practices in relation to the employees’ performance are significantly positively correlated whereas the performance evaluation and promotion practices have insignificant relationship with the performance of university teachers in AJK Pakistan. Results have been discussed in context of AJK universities and recommendations have been made for university managers.
Key words: HR practices, compensation, performance evaluation, promotion practices, teachers’ performance,
Azad Jummu and Kashmir, Pakistan.
INTRODUCTION
It has been observed by researchers that there is positive relationship between HR practices and employee performance (Gould-Williams, 2003; Park et al., 2003;
Wright et al., 2003; Tessema and Soeters, 2006) and organizational performance (Quresh et al., 2010). HR plays its role as a plus which may be a source
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