The impact of human resource management practices on performance Evidence from a Public University

Journal Article

Amin, Muslim . 2014

• نوع عمل المنشور: Research Paper
• رابط المنشور على الويب: http://www.emeraldinsight.com/1754-2731.htm
• رقم العدد: 2
• رقم الإصدار السنوي: 26
• الصفحات: 125-142

مستخلص المنشور

Abstract
Purpose – The purpose of this paper is to examine the impact of human resource management (HRM)
practices on organizational performance.
Design/methodology/approach – A total of 300 employees from a public university comprising of
both academicians and support staff responded to the survey. The survey questionnaire had 46 items
covering selected HRM practices and university performance.
Findings – The study has found that human resource practices: recruitment, training, performance
appraisal, career planning, employee participation, job definition and compensation have a significant
relationship with university performance.
Research limitations/implications – The results come from a cross-sectional study which was
done at the convenience of the researcher. The results may not be generalized across the country. The
application of the results to other universities must be done with maximum care.
Practical implications – If the university is to increase its performance to higher levels, it should
emphasize more on job definition, training and employee participation. Some improvement needs to be
done on the other HRM practices-recruitment, performance appraisal, career planning and
compensation in order to increase their effectiveness on the university performance.
Originality/value – Most studies on impact of HRM practices on firm performance have focussed on
private sectors in Malaysia. In other countries, the studies have focussed only on academicians as a
sample. This study has attempted to add to the body of knowledge on the impact of HRM practices on
university performance in Malaysia combining both the academicians and administration staff.
Keywords Public sector, Performance management, Malaysia, Human resource practices,
University performance
Paper type Research paper