Hrm Practices and Employee Performance

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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 of competitive advantage (Schuler and MacMillan, 1984; Pfeffer, 1994). Delaney and Huselid (1996) found HR practices
impact on the perception of organizational performance.
Past studies have acknowledged that HRM practices play
a significant role in influencing the performance of
employees (Shahzad et al., 2008; Tessema and Soeters,
2006). But in the case of developing countries there are
some challenges specific to these countries which restrict
and affect the role that HR practices can play in
influencing employee and organizational performance.
Ghebregiorgis and Karsten (2006) in their study found
that the knowledge and the concept of HR practices, including training, recruitment, compensation, performance

*Corresponding author. E-mail: kshahzad78@yahoo.com

compensation, performance appraisal and reward system
are practiced in Eritrea but factors like economic conditions, political instability and environmental uncertainty affect them. Presence and importance of HR practices in
developing countries has also been acknowledged by
Anakwe (2002). In his study in Nigeria it was found that
traditional HR practices, including training and development, recruitment and selection, performance appraisal, are mostly exercised by HR professionals.
AJK is considered to be an underdeveloped area with
low income, where HR practices are not very well established and less familiarity about HR practices prevails. This research paper intends to endow with significant
guidelines to concerned people with the purpose to get
better the performance of teachers and turning negative
perception of people into positive image of universities
located in AJK. All those universities located in AJK are
unfortunately perceived and rated low, if the performance
of teachers are more focused and supported by the HR
practices, eventually it may contribute towards the
organizational success, high performance and high
ratings of the universities operating in AJK. This research...
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