Relevant bibliographies by topics / HRM/employee performance relationship

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'HRM/employee performance relationship'

Author: Grafiati
Published: 19 February 2023

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Journal articles on the topic "HRM/employee performance relationship"

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Shen, Jie, Jenny Dumont, and Xin Deng. "Employees’ Perceptions of Green HRM and Non-Green Employee Work Outcomes: The Social Identity and Stakeholder Perspectives." Group & Organization Management 43, no. 4 (August 18, 2016): 594–622. http://dx.doi.org/10.1177/1059601116664610.

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Green human resource management (green HRM) refers to a set of HRM practices that organizations adopt to improve employee workplace green performance. While the effect of perceived green HRM on employee workplace green performance has received some empirical support, its relationship with employee non-green workplace outcomes remains unexplored and, therefore, unknown. This research tests an integrative moderated-mediation model related to the relationship between perceived green HRM and non-green workplace outcomes including employee task performance, organizational citizenship behavior toward the organization (OCBO) and intention to quit, and the underlying mechanisms. Analyses of the multisourced data reveal that perceived green HRM influences these three non-green employee workplace outcomes through a motivational social and psychological process (i.e., organizational identification). Perceived organizational support (POS) moderates the effect of perceived green HRM on organizational identification and the indirect effect of perceived green HRM on the three employee workplace outcomes, via the mediation of organizational identification. This research advances our knowledge about the relationship between perceived green HRM and non-green employee workplace outcomes.
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Sasongko, Totok. "THE ROLE OF EMPLOYEE MOTIVATION ON THE RELATIONSHIP BETWEEN HRM PRACTICES AND SERVICE QUALITY IN HEALTHCARE ORGANIZATION." JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen 15, no. 01 (January 16, 2018): 1. http://dx.doi.org/10.31106/jema.v15i01.782.

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The human resources management in the healthcare institution is essential to enable the delivery of efficient and effective medical services. This study conducted to investigate how HRM practices can enhance service quality and proposes an integrated framework in which perceived HRM practices are related to employee commitment, which in turn related to perceived service quality performance. Five HRM practices was selected. A questionnaire was constructed. The quantitative methodology was applied to collect and analyze data. Data was collected from 270 employees (including nurse and doctor) and bottom manager in Dr. Radjiman Wediodiningrat in Indonesia. The result shows that the selected HRM practices all significantly and meaningfully can predicted the employee motivation, in which feedback and recogniton was the most effective practices. The result also shows that employee motivation is an effective predictor of service quality performance. Lastly, employee motivation has a role as mediator effect toward the relationship between HRM practice and service quality. This research suggests that HRM departement need to chooses human resources management practices properly that can increase employe motivation and their service quality performances.
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Yasmeen, Rehana, Munaza Bibi, and Ali Raza. "Impact of Organization Politics on Human Resource Management Practices and Employee Performance." SEISENSE Journal of Management 2, no. 2 (February 22, 2019): 39–47. http://dx.doi.org/10.33215/sjom.v2i2.118.

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Purpose- The purpose of this study was to investigate the impact of nepotism & favoritism as a form of organization politics on HRM practices and employee performance. Design/Methodology- Explanatory research design was employed to determine the effect of nepotism & favoritism on HRM practices and employee performance. Primary data collection method was used among employees working in different public-sector hospitals based on their accessibility. For this study, the sample of 150 employees was used. The adapted questionnaire was used for data collection. Data were analyzed using SPSS. Findings- The correlation analysis revealed a significant relationship between favoritism, employee performance & HRM practices whereas nepotism has a significant association with employee performance but the insignificant relationship with HRM practices. The outcomes of the study unveiled a significantly negative effect of nepotism on employee performance & HRM practices while favoritism has a significantly positive effect on employee performance & HRM practices. Practical Implications- The study outcomes might help public sector hospitals HR department to incorporate some changes regarding their policies to prevent the nepotistic & favoritism practices which can lead to creating a politics in the organization in which everyone works to fulfill his or her self- interest without focusing towards organizational goals achievement.
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Hameed, Zahid, Ikram Ullah Khan, Tahir Islam, Zaryab Sheikh, and Rana Muhammad Naeem. "Do green HRM practices influence employees' environmental performance?" International Journal of Manpower 41, no. 7 (February 25, 2020): 1061–79. http://dx.doi.org/10.1108/ijm-08-2019-0407.

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PurposeRecent research has demonstrated an increasing awareness among business communities about the importance of environmental concerns. Green human resource management (GHRM) has become a crucial business strategy for organizations because the human resource department can play a key role in going “green.” This study tests an integrative model incorporating the indirect effects of GHRM practices on employee organizational citizenship behavior toward environment (OCBE), through green employee empowerment. Moreover, this study investigates the moderating effect of individual green values on OCBE.Design/methodology/approachUsing a paper–pencil survey, we collected multisource data from 365 employees and their immediate supervisors from Pakistan.FindingsThe results of structural regression revealed that GHRM has a significant indirect effect on OCBE through green employee empowerment. The results also indicated that individual green values moderated the positive relationship between green employee empowerment and OCBE.Practical implicationsOrganizations should appropriately appraise workers’ green behavior and align their behavior to pay and promotion. Organizations should also encourage and motivate employees to be engaged in green activities and contribute to environmental management.Originality/valueThis study suggests that green employee empowerment and individual green values are important factors that influence the relationship between GHRM and employees' OCBE, and it empirically analyzes these proposed relationships in a developing country context.
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Aktar, Alima, and Faizuniah Pangil. "Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement." International Journal of Sociology and Social Policy 38, no. 7-8 (July 9, 2018): 606–36. http://dx.doi.org/10.1108/ijssp-08-2017-0097.

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Purpose The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and employee engagement among banking employees in the context of an emerging economy namely Bangladesh. Design/methodology/approach The survey data include 383 employees from 30 private commercial banks in Bangladesh. For analyzing the data, structural equation modeling is employed with the bootstrapping method. Findings This study finds that HRM practices such as career advancement, employee participation, job security, performance feedback, rewards and recognition, training and development are the significant predictors of employee engagement. Results also identify OC as a partial mediator on HRM practices and employee engagement relationship which suggest that direct relationship of predictors and criterion variables are stronger than indirect association. More interestingly, findings indicate that the mechanism of black-box stage is not always work on the relationship between HRM practices and employee performance. Originality/value Exploring the role of OC on the relationship between HRM practices and employees’ behavioral outcome, i.e. employee engagement, is appeared as an initial effort in the academic literature. Furthermore, empirical research that examines the association of different organizational factors with employee engagement through OC is rarely been investigated. Thus, the findings of this study act as a strategic tool for the bank managers to design their organizational policies in such a way that fosters their employee’ level of engagement.
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Mahfouz, Shatha, Ayu Suriawaty Bahkia, and Noryati Alias. "The impact of human resource management practices on employee performance and the mediating role of employee commitment." Journal of Governance and Regulation 10, no. 4, special issue (2021): 222–34. http://dx.doi.org/10.22495/jgrv10i4siart3.

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Employees represent the essential assets of any organization. The best organizations oversee human capital in the most efficient and effective way (Nethmini & Ismail, 2019). Blau (2017) highlighted the relevance between human resources management (HRM) practices and the employees’ success at work through enhanced inspiration and commitment. Hence, employee commitment cannot be overlooked as the degree of employee commitment can decide employee performance (Ahmad, 2014). This paper aims to explore the significance of employee commitment as a mediator in the relationship between HRM practices and employee performance. The target population is employees in the construction industry in Jordan. The respondents were selected utilizing a simple random sampling method. The data was gathered through a self-administered questionnaire and analyzed utilizing structural equation modeling (SEM) in IBM SPSS AMOS 24.0. The researcher obtained an aggregate of 297 usable and completed questionnaires. The study found that: 1) HRM practices have significant effects on employee performance, 2) employee commitment has significant effects on employee performance, 3) HRM practices have significant effects on employee commitment, and more importantly, and 4) employee commitment partially mediates the relationship between HRM practices and employee performance. The implications of the study are also examined
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Yang, Chen, and Fu Yang. "Guanxi HRM practices and employee creative performance." Personnel Review 49, no. 8 (February 7, 2020): 1713–29. http://dx.doi.org/10.1108/pr-11-2018-0466.

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PurposeThe current study examines the relation of guanxi human resource management (HRM) practices with subjective evaluations of creative performance by direct supervisors, as well as conceptualizes the employee ambidextrous behavior as a mediator, and social comparison orientation and leader–member exchange (LMX) as moderators for understanding the relation.Design/methodology/approachSurvey data were collected from 211 employee–supervisor dyads in China. Hierarchical regression analyses, Preacher and Hayes’ (2008) indirect effects PROCESS macro, and Preacher et al.'s (2007) moderated mediation analysis approach were conducted to test the hypothesized relationships.FindingsGuanxi HRM practices were negatively associated with employee creative performance, mediated by the employee ambidextrous behavior. The authors also found that social comparison orientation showed a strong moderating effect, such that it amplified the indirect relationship between guanxi HRM practices and employee creative performance via ambidextrous behavior. In contrast, LMX showed a weak moderating effect, such that it attenuated this indirect relationship.Originality/valueThis study provides evidence that the extent to which employee ambidextrous behavior mediates the relationship between guanxi HRM practices and creative performance depends on LMX and social comparison orientation. It represents a promising new direction for the guanxi HRM practices and creative performance literatures.
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Katou, Anastasia A. "The mediating effects of psychological contracts on the relationship between human resource management systems and organisational performance." International Journal of Manpower 36, no. 7 (October 5, 2015): 1012–33. http://dx.doi.org/10.1108/ijm-10-2013-0238.

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Purpose – The purpose of this paper is to investigate the impact of human resource management (HRM) systems (expressed by content, process and climate) on organizational performance through the mediating role of psychological contracts (expressed by employer and employee promises fulfilment). Design/methodology/approach – The study examines theoretical relationships in the Greek context, based on structural equation modelling (SEM) estimation, using a sample of employees from both private and public sector organizations. Findings – The study finds that the impact of HRM content on organizational performance is less strong compared to its impact through HRM process. Additionally, the study finds that psychological contract partially and positively mediates the HRM – performance relationship, where the impact of HRM on organizational performance through employee promises fulfilment is stronger than that through employer promises fulfilment. Research limitations/implications – The study does not allow for appropriately investigating dynamic causal inferences due to the cross-sectional nature of data. Additionally, considering that Greece is experiencing a severe economic and financial crisis, the findings from this unique context may not generalize across borders. Practical implications – For improving organizational performance, managers and decision makers should make their HRM systems more visible, understandable, legitimate and relevant. At the same time they should make HRM systems more instrumental, valid and consistent of HR messages. Originality/value – Investigations into the relationship between HRM systems and organizational performance have become increasingly common. Nevertheless, empirical studies that measure the influence of HRM systems, which integrate both content and process, on organizational performance are still rare. This paper partially fills this gap.
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Aldamoe, Fathi Mohamed Abduljlil, Mohamd Yazam, and Kamal Bin Ahmid. "The Mediating Effect of HRM Outcomes (employee retention) on the Relationship between HRM Practices and Organizational Performance." International Journal of Human Resource Studies 2, no. 1 (January 5, 2012): 75. http://dx.doi.org/10.5296/ijhrs.v2i1.1252.

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The matter of human resources activities have been commonly used to observe organizational performance. One of the distinctive features of HRM is that better performance is achieved through the people in the organization. In recent years significant remarks have been recorded in identifying the Human Resources Management (HRM) – performance relationship. The relationship between HRM practices and organizational performance has been well documented by the previous studies. However, authors have called for the interrogation of the mediating role of HRM Outcomes such as employee retention in the relationship between HRM practices and organizational performance. Thus, the major objective of this study is to investigate the mediating effect of HRM Outcomes (employee retention) on the relationship between HRM practices and organizational performance. Based on the evidence derived from the literature, the paper concludes that employee retention is likely to mediate in the relationship between HRM practices and organizational performance. Keywords: Human Resources management, employee retention, Human Resources management practices, organizational performance
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Guan, Xiaoyu, and Stephen Frenkel. "How perceptions of training impact employee performance." Personnel Review 48, no. 1 (February 4, 2019): 163–83. http://dx.doi.org/10.1108/pr-05-2017-0141.

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PurposeThe purpose of this paper is to investigate the influence of firm training on the job performance of mainly semi-skilled manufacturing employees in the context of changes required to ensure the competitiveness of contemporary Chinese manufacturing.Design/methodology/approachData were collected using a survey with time-lagged method and from multiple sources. The sample included 348 supervisor-subordinate dyads from two Chinese manufacturing firms. PROCESS macro tool (Hayes) was used to test the mediating role of work engagement and the moderating role of HRM strength in the training-performance relationship.FindingsWork engagement mediates the relationship between training and in-role task performance, while the relationships between work engagement and both task performance and organizational citizenship behavior are moderated by HRM strength.Research limitations/implicationsBased on a time-lagged survey, causal relationships cannot be drawn from this study. Results point to future research on the training-performance relationship that more closely considers antecedents and the organizations’ internal and external contexts.Practical implicationsManagers should pay close attention to the context and process of training and learning from the employees’ perspective. In addition, a strong HRM system will improve the benefits of training on employee performance.Originality/valueThis study provides theoretical explanations on the mechanisms linking training and employee performance based on the ability-motivation-opportunity framework.
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Dissertations / Theses on the topic "HRM/employee performance relationship"

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Barry, Shane Charles Francis. "Exploring the Human Resource Management Employee Performance Relationship." Thesis, Griffith University, 2009. http://hdl.handle.net/10072/366866.

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Understanding the relationship between Human Resource Management (HRM) and the performance of organisations has been an ongoing area of interest within management fields. Important in this domain has been ‘the black box’, the unknown construct of connections between HRM and performance, an area which has remained unable to be fully ‘illuminated’ by researchers. The significance of this being, that in increasingly competitive local, national and global markets, it is critically important for organisations to efficiently and effectively manage all forms of resources ’ involved in their operations. Here, human resources play an intrinsically pivotal role. To explore ‘the black box’, and with a refinement to the HRM/performance relationship, this research was driven by an overarching research question which was: What relationship/s did HRM have with employee performance? Focusing on employee performance allowed for the broad performance construct to be more discernable, providing an opportunity to better consider its potential relationships with HRM. To further guide this exploration, research objectives were developed to address unresolved needs in this field to: better conceptualise HRM and employee performance, develop a theoretical model which would assist in explaining the HRM/performance relationship, posit an explanation of the resolution to ‘the black box’, posit an effective methodology with which to research allied phenomena...
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Department of Management
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Herdman, Andrew Orr. "Explaining the Relationship Between the HR System and Firm Performance: a Test of the Strategic HRM Framework." Diss., Virginia Tech, 2008. http://hdl.handle.net/10919/26009.

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Recent meta-analytic treatments of the Strategic Human Resource Management literature suggest a relationship between the adoption of â high-commitmentâ HR practices and organization level performance outcomes (Combs, Lui, Hall & Ketchen, 2006). However, there is considerable variability in the manner in which the HR system construct is conceptualized and measured (Arthur & Boyles, 2007; Delaney & Huselid, 1996). Further, relative little attention has been given to how these systems of HR practices operate to influence organizational outcomes (Ostroff & Bowen, 2000). Drawing on the extant SHRM literature, the present study attempts to lend clarity to these issues by specifying and assessing a number of unique measures of the HR system. Several attitudinal, motivation and behavioral employee outcomes are also identified and assessed as possible mediators between the HR system measures and organizational outcomes. An integrated model proposing relationships both among these measures and their effects on various organizational outcomes is offered and tested. Data obtained from 202 hotel locations provided mixed support for the proposed model of relationships. However, results generally support the relationships between measures of the HR System and important organizational outcomes. Findings also reinforce the utility of expanding the measurement of the HR system beyond the formally established HR programs, the need to better understand intra-organizational variability in HR systems along functional lines and the challenges and opportunities inherent in multi-respondent designs. Finally, the failure to demonstrate the mediating role of the specified human capital characteristics in HRâ s relationship with firm performance presents a continued challenge to future research to effectively model this relationship.
Ph. D.
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Thneibat, Motasem M. M. "The Relationship between HRM Practices and Innovation: Perceptions of Employees in the Telecommunications Industry in Jordan." Thesis, University of Bradford, 2016. http://hdl.handle.net/10454/17141.

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The purpose of this research is to provide a better understanding of the relationship between human resource management (HRM) practices and innovation. This research responds to calls in the literature on HRM and innovation to consider a wider number of HRM practices that have previously been neglected and are likely to produce a positive impact on innovation awareness and commitment (Shipton et al., 2006; Zhao et al., 2012). Therefore, the research is concerned with a wide number of HRM practices and their impact on innovation awareness and commitment. The underpinning rationale is that while previous studies have revealed that HRM practices can be significant for innovation, these studies are not inclusive, and the research is still scant and in its early stages as there has been a lack of consideration of a comprehensive range of HRM practices (Shipton et al., 2006). In simple terms, previous studies have looked at the relationship between HRM practices and innovation based on a limited number of practices and at the macro or inter-organisational level. Therefore, the fundamental contribution of this thesis is the shift in perspective. While previous research has looked at a limited number of HRM practices that largely appear to be borrowed from high-performance work systems (HPWs), this thesis considers a wider range of practices that can impact on innovation at the intra-organisational level – more specifically, to study employees’ perceptions of HRM practices that may promote innovation awareness and commitment. Innovation awareness and commitment refers to the extent to which the organisation is engaged in innovation. Degree of innovativeness and the open innovation approach are studied in this research, to determine whether HRM practices can impact on radical or incremental open innovation. Additionally, departmental differences are considered in this thesis: that is whether employees in different departments have different perceptions of the extent to which HRM practices promote innovation’. To this end, the data set was obtained from two research phases. A quantitative survey was distributed to 280 employees in a Jordanian telecommunications company. Findings from the first phase of the research indicated a number of new HRM practices that were not recognised by previous studies. This research found a positive impact of HRM practices in promoting innovation, as perceived by employees. HPWs, HRM hygiene factors, motivation and communication were perceived by employees to promote innovation in their organisation. The results show that the relationship between HRM practices and innovation is perceived by employees to promote the origins of innovation, specifically open innovation and radical innovation. No support was found for expectations and sharing information to promote innovation. Phase two of the research consisted of semi-structured interviews conducted with senior managers and employees in the same company that participated in phase one. In phase two of the research, the interviews provided better insights and explanations of the results and findings from the survey questionnaire. The results from phase two confirmed the findings from the statistical analysis, and a distinctive finding was the differences between managers’ and employees’ perceptions of HRM practices. Employees identified or perceived practices that are related to their performance and that enable them to develop their levels of motivation and commitment. Managers identified practices that work in the favour of the organisation, with less focus on employee needs. This was clear when comparing which practices and indications were mentioned by managers and employees. It is worth mentioning here that, given the relatively close conceptualisation in the literature that innovation is a form of organisational performance, this thesis does not intend to rebrand ‘performance’ as ‘innovation’ per se. This is especially in this research as it seeks to understand the relationship between HRM practices and innovation by looking at employees’ perceptions of HRM practices that may promote innovation and cause their company to be perceived as an innovative workplace. This research is probably the first attempt to study the role of a comprehensive list of HRM practices in influencing innovation by considering employees’ perceptions of HRM practices that may promote innovation. Moreover, the intra-organisational level was considered, along with departments, degree of innovativeness (radical-incremental innovation) and types of innovation approach (open vs closed).
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Suebwongpat, Im. "The Role of HRM System and Organisational Culture in Employee Engagement and Organisational Performance." Thesis, University of Canterbury. Psychology, 2014. http://hdl.handle.net/10092/9032.

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Work engagement is a desirable attribute of employees that organisations must attempt to foster and enhance. Engaged employees are focused and fully immersed in their tasks, resilient to high levels of job demands, and experience a sense of pride and meaningfulness within their work. Therefore, it is important that organisations understand the mechanisms that enhance work engagement, particularly whether and how its HRM systems contribute to levels of engagement. The present study examined the contributions of HRM systems to engagement. Furthermore, although organisations implement HRM systems with the purpose of increasing the performance of their workforce, empirical evidence supporting the relationship between HRM systems and organisational performance is scarce, therefore this is also a focus of this study. Additionally, organisational culture will be investigated as the social context that enhances engagement and performance beyond the effects of existing HRM systems. Hence, this study explored the role of HRM systems and organisational culture on employee engagement and perceived organisational performance. Ninety-seven Thai employees from various organisations completed an internet- based survey. Results from multiple regressions suggest that engagement can be maintained or enhanced to the extent that employees are offered responsibility in the organisation and participate less in job training, and that the organisational culture is one that focuses on flexibility, individualism, entrepreneurship, and innovativeness. Moreover, the findings show a positive association between organisational performance and opportunities for advancement, job security, and competitive and goal oriented organisational culture. The limitations and implications of this study were addressed, along with recommendations for future research.
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Dahle, Ragnhild. "Local Labor and Laowai Management : Chinese Employee Perspectives and Multinationals’ HRM performance." Thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for tverrfaglige kulturstudier, 2011. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-13010.

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Pass, Sarah. "Looking inside the 'black box' : employee opinions of HRM/HPWS and organisational performance." Thesis, Cardiff University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.427799.

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Petzer, Liane. "The relationship between authentic leadership and employee performance." Thesis, Rhodes University, 2018. http://hdl.handle.net/10962/59467.

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The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
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Derenia, Colleen Marie. "The relationship between recruitment source and employee performance." CSUSB ScholarWorks, 1992. https://scholarworks.lib.csusb.edu/etd-project/757.

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Relationships between recruitment referral sources and performance, work skills, inter-personal skills, attendance, retention, gender, ethnicity, age, etc. -- Formal recruiting (radio, tv, newspaper, employment/placement office) -- Informal recruiting (employee referrals, walk-ins, etc.).
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Åström, Lisa, and Linn Dalflo. "Case Study: The Relationship between Employee Motivation and Performance." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-80081.

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The primary purpose of this thesis was to explore the extent of the relationship between employee motivation and performance in a medium size organization, which produce parts for forestry machines. Empirical data was collected through the process of conducting qualitative interviews with production workers and an HR manager whom are currently employed by the studied organization. The qualitative approach was selected as a result of its ability to generate descriptive in-depth information of the studied phenomenon. Thus, the aim of the conducted interviews was to generate in-depth data regarding the interviewee’ perception and personal experience of work related motivation. The interviewees’ were asked to rank ten different factors according to their perceived importance and influence of the motivational level. The interpretation and analysis of the empirical data revealed that the interviewed production workers are primarily motivated by factors that are related to work conditions, such as the relationships with coworkers. In addition, the results indicate that the managers’ perception of employee motivation is highly inaccurate, which is congruent with previous surveys conducted by Kovach (1987). Furthermore, as the research process progressed it became evident that the production workers within the studied are predominantly motivated by extrinsic factors, which means that their motivational orientations are dominated by extrinsic factors. Thus, the findings indicate that the motivational strategy that is currently applied within the studied medium size organization is insufficient in terms of its ability to improve the production workers level of motivation and therefore the quality of the performance. Hence, the following research has generated descriptive data although further studies are required in order to fully comprehend the phenomenon of motivation.
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Gould-Williams, Julian Seymour. "The impact of 'high performance' HRM practices on employee commitment, service quality and value : a study conducted in the hotel sector." Thesis, Cardiff University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.393968.

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Books on the topic "HRM/employee performance relationship"

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Guest, David. Getting inside the HRM-performance relationship. Swindon: Economic and Social Research Council, 2000.

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David, Guest, and Economic and Social Research Council., eds. Getting inside the HRM-performance relationship. Swindon: Economic and Social Research Council, 2000.

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Hartline, Michael D., and David Bejou. Internal Relationship Management: Linking Human Resources to Marketing Performance. Taylor & Francis Group, 2012.

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Hartline, Michael D., and David Bejou. Internal Relationship Management: Linking Human Resources to Marketing Performance. Taylor & Francis Group, 2012.

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Ashton, David, Caroline Lloyd, and Chris Warhurst. Business Strategies and Skills. Edited by John Buchanan, David Finegold, Ken Mayhew, and Chris Warhurst. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780199655366.013.15.

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This chapter examines the link between business strategies and skill in the context of the the latter being regarded as key to economic growth and competitive advantage. A high-skilled workforce is viewed both as a driver of this approach and one of its outcomes. A number of countries have attempted to create more high-skilled jobs through raising the qualification levels of their workforces. The idea behind this supply-side intervention is that a high-skilled workforce will attract businesses that wish to or already do compete on quality and/or innovation or will encourage existing organisations to make better use of these skills and improve organisational performance. The problem is increasing evidence of growing levels of over-qualification amongst these workforces as too few high skilled jobs are created. Moreover many firms have remained successful operating with low skilled jobs competing on cost. Drawing on existing research, this chapter explores these developments and issues. It starts by making an important contextual distinction between skill levels and skill use, how they feature in firm business strategies, and their relevance to governments, employers and employees. It then presents the two key theories of skill and business strategies: the HRM Approach and the Institutional/Comparative Approaches. Questioning the determinism of these approaches, the chapter then seeks to move debate beyond assumptions of direct relationships between strategy and skill. The conclusion presents an alternative approach to developing the relationship between business strategies and skill that incorporates managerial agency.
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(Editor), Michael D. Hartline, and David Bejou (Editor), eds. Internal Relationship Management: Linking Human Resources To Marketing Performance (Journal of Relationship Marketing Monographic Separates) (Journal of Relationship Marketing Monographic Separates). Haworth Press, 2004.

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Employment Relations, Hrm and Business Performance: An Analysis of the 1998 Workplace Employee Relations Survey. Beekman Books Inc, 2000.

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Kessler, Ian. Exploring the Relationship Between Human Resource Management and Organizational Performance in the Healthcare Sector. Edited by Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.13.

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This article examines the impact of human resource management (HRM) on organizational performance in the healthcare sector. It reviews the literature on the relationship between HRM practice and organizational outcomes in healthcare, as well as the current state of knowledge and debate on this relationship. It then considers how the HRM agenda in healthcare and its connection to organizational outcomes might be influenced by broad contextual factors, with particular reference to institutional developments mainly in the British National Health Service. It discusses public policy developments and the growing pressure faced by developed countries to address the performance of their healthcare systems, including workforce management issues, and considers research framed in large part by mainstream debates in the field of HRM with regard to the HRM-performance connection. Finally, it analyzes a more refined research stream that explores the association between patterns of staffing and various outcomes.
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(Editor), Michael D. Hartline, and David Bejou (Editor), eds. Internal Relationship Management: Linking Human Resources To Marketing Performance (Journal of Relationship Marketing) (Journal of Relationship Marketing). Haworth Press, 2004.

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Woods, Stephen A. Job Performance Measurement: The Elusive Relationship Between Job Performance and Job Satisfaction. Edited by Susan Cartwright and Cary L. Cooper. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199234738.003.0014.

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This article reviews recent literature on job performance measurement to examine advances in theories of job performance measurement, and their implications for the practice of job performance assessment. It also considers the antecedents of job performance and, in particular, revisits the issue of whether happy, satisfied workers are also productive workers. The focus in the article is on measuring the job performance of individuals and teams, which most commonly involves the use of surveys or rating forms to assess and evaluate employee behavior or job competencies. Subjective ratings may be provided by supervisors, peers, subordinates, or clients and customers. Performance measurement may also make use of data from archival records (such as productivity or absence data), often referred to as objective data.
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Book chapters on the topic "HRM/employee performance relationship"

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Kooij, Dorien T. A. M., and Karina van de Voorde. "Strategic HRM for Older Workers." In Aging Workers and the Employee-Employer Relationship, 57–72. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08007-9_4.

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Sengupta, Sukanya, and Keith Whitfield. "Ask not what HRM can do for performance but what HRM has done to performance." In Reassessing the Employment Relationship, 97–121. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-36595-7_5.

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Ogbonnaya, Chidiebere, and Samuel Aryee. "HRM Practices, Employee Well-Being, and Organizational Performance." In Handbook on Management and Employment Practices, 1–23. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-24936-6_17-1.

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Ogbonnaya, Chidiebere, and Samuel Aryee. "HRM Practices, Employee Well-Being, and Organizational Performance." In Handbook on Management and Employment Practices, 369–91. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-29010-8_17.

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Lazazzara, Alessandra, Edoardo Della Torre, and Raoul C. D. Nacamulli. "Understanding the Relationship Between Intellectual Capital and Organizational Performance: The Role of e-HRM and Performance Pay." In Exploring Digital Ecosystems, 151–64. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-23665-6_11.

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Rajagopal, Ananya. "Relationship between Employee Mobility and Organizational Creativity to Improve Organizational Performance: A Strategic Analysis." In Business Governance and Society, 237–50. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-94613-9_14.

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Mardinawaty, Selva, Yeni Absah, and Isfenti Sadalia. "The Influence of Training Program and Work Environment on Employee Performance Through Work Satisfaction as a Mediating Variable." In Proceedings of the 19th International Symposium on Management (INSYMA 2022), 655–63. Dordrecht: Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_82.

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AbstractThis study aims to investigate the effect of a training program and work environment on employee performance through work satisfaction. The research methodology used was descriptive quantitative with a path analysis approach to answer the research hypothesis. The research population was 78 employees of a company engaged in Information Technology in Medan, Indonesia. The study results show that training programs and work environments directly affect employee performance and job satisfaction can mediate the relationship between the training program and work environment on employee performance.
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Hafiz, Tirza, Yeni Absah, and Isfenti Sadalia. "The Influence of Transformational Leadership, Workload, and Competence on SME Relationship Manager Performance at Bank BNI Territorial Office 1 North Sumatera." In Proceedings of the 19th International Symposium on Management (INSYMA 2022), 672–78. Dordrecht: Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_84.

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AbstractFierce competition in the banking industry requires companies to outperform and innovate to survive and evolve. As a driving force for a company, human resources have to play the most important role and work well to help the company achieve its goals. This research aims to analyze the relationship among cause and effect from the independent variables: transformational leadership, workloads, and competence, and the dependent variable: employee performance from the SME Relationship Manager of Bank BNI Territorial Office 01 North Sumatera. Data collection was conducted by a questionnaire distributed directly to all employees. The statistical method used was the multiple regression method. The result of this research showed that transformational leadership, workload, and competence have a positive and compelling impact on employee performance and all the independent variables have a partial effect and simultaneously influence employee performance from SME Relationship Manager of Bank BNI Territorial Office 01 North Sumatera.
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Bonilla-Chaves, Eithel F., and Pedro R. Palos-Sánchez. "Strategic HRM Practices, Innovation Performance and Its Relationship on Export Performance: An Exploratory Study of SMEs in an Emerging Economy." In Perspectives and Trends in Education and Technology, 607–20. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-5063-5_50.

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Laseinde, Timothy, Ifetayo Oluwafemi, Jan-Harm Pretorius, Ajayi Makinde O, and Jesusetemi Oluwafemi. "The Role of Change Readiness in Determining Existing Relationship Between TQM Practices and Employee Performance." In Advances in Intelligent Systems and Computing, 508–22. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20454-9_51.

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Conference papers on the topic "HRM/employee performance relationship"

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Hsi-An Shih, Chu-Chun Hsu, and Hui-Wen Tsay. "Employee-organization relationship and job performance." In 2011 IEEE International Technology Management Conference (ITMC). IEEE, 2011. http://dx.doi.org/10.1109/itmc.2011.5996070.

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SHABNAZ, SAMIA, SK TASTHEKUR, and STANLEY SUMON. "Relationship of Individual Factors and HRM Practices on Employee Retention in Private Banking Sector of Bangladesh." In Eighth International Conference On Advances in Economics, Management and Social Study - EMS 2018. Institute of Research Engineers and Doctors, 2018. http://dx.doi.org/10.15224/978-1-63248-146-7-17.

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Putri, Salsabila Maharani Surya. "The Relationship Between Employee Motivation And Employee Performance in BPR TASPEN." In International Conference on Management, Education and Social Science (MESS). RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/mess.v1i1.10.

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Han, Feng-jing, and Chun-sheng Shi. "Relationship of perceived organizational justice and employee performance." In 2008 International Conference on Management Science and Engineering (ICMSE). IEEE, 2008. http://dx.doi.org/10.1109/icmse.2008.4669043.

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Mubarok, Teten Mohamad Sapril, Lindayani Lindayani, and Syifa Nurul Farizah. "The Relationship between Job Satisfaction and Employee Performance." In 6th Global Conference on Business, Management, and Entrepreneurship (GCBME 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220701.085.

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Lobanova, Liudmila, and Iveta Ozolina-Ozola. "Internationalization Processes And Effective Practices Of Hrm: Employee Performance And Commitment In Latvia And Lithuania." In The 8th International Scientific Conference "Business and Management 2014". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2014. http://dx.doi.org/10.3846/bm.2014.048.

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Bustasar, Bustasar, Sumarsih Sumarsih, and Khathibul Umam Zaid Nugroho. "The Relationship between Motivation, Engagement and Performance of Employee." In Proceedings of the International Conference on Educational Sciences and Teacher Profession (ICETeP 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icetep-18.2019.19.

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Supriyanto, Achmad Sani, Vivin Maharani Ekowati, Zahara Tirta Pujianto, and Masyhuri. "Employee Engagement: A Quantitative Review and Its Relationship with Job Satisfaction and Employee Performance." In International Conference on Engineering, Technology and Social Science (ICONETOS 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210421.038.

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Meng, Loo Kun, and Rajendran Muthuveloo. "The Mediating Effect of Employee Happiness on the Relationship between Leadership Styles and Employee Performance." In 3rd Tarumanagara International Conference on the Applications of Social Sciences and Humanities (TICASH 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/assehr.k.220404.211.

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Lu, Kangyin, Yanguo Bai, and Yujie Wang. "Study on the Relationship between Emotional Intelligence and Employee Performance." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998070.

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