Hrp-sp-7

Julian Gould-Williams (2003) assessed the impact of bundles of human resource practices on
work place trust, job satisfaction, commitment, effort and perceived organizational
performance with 191 Public sector employees in UK. The bundles of human resource
practices includes employment security, selective hiring, team working, performance related
pay, training and development, egalitarianism and information sharing. The results of this
study support the hypothesis that human resource practices are powerful predictors of trust
and organizational performance.
Julian Gould-Williams (2003), The importance of HR practices and work place trust in
achieving superior performance: a study of public sector organizations, The international
journal of human resource management, Vol.14, pp. 28-54.
Hrp-ep-8
Sohrab Ahmad and Khurram Shahzad (2011) investigated the impact of 3 human resource
practices such as compensation, performance evaluation and promotion on the perceived
performance of 113 university teachers in Azad Jammu and Kashmir (AJK), Pakistan. The
results indicated the significant positive impact that financial rewards and compensation play
in influencing performance of university teachers, where as the performance evaluation and
promotion practices have insignificant relationship with the performance of university
teachers in AJK, Pakistan.
Sohrab Ahmad and Khurram Shahzad (2011), HRM and employee performance: A case of
university teachers of Azad Jammu and Kashmir (AJK) in Pakistan, African journal of
business management, Vol. 5, No. 13, pp.5249-5253.
Hrp-ep-37
Ming-Chu Yu (2013) examined the effects of high-performance human resource practices
such as selective staffing, extensive training, employment security, clear job description,
result oriented appraisal, reward and participation and entrepreneurship on the entrepreneurial
performance of 172 small-and mediumsized enterprises (SMEs) including 120
manufacturing companies and 20 service enterprises. The results indicated that high-
performance human resource practices in SMEs can encourage entrepreneurship among
employees, which could positively enhance entrepreneurial performance. In addition, the
entrepreneurship of SMEs positively affects entrepreneurial performance, and it partially
mediates the relationship between high-performance human resource practices and
entrepreneurial performance.
Ming-Chu Yu (2013), The influence of high-performance human resource practices on
entrepreneurial performance: The perspective of entrepreneurial theory, The international
journal of organizational innovation, Vol. 6, No. 1, pp. 18-42.
Hrp-ep-9
Zulfqar Ahmad Bowra, Bilal Sharif, Affan Saeed and Muhammad Kabir Niazi (2012)
examined the relationship between the employee perceived performance and human resource
practices such as compensation, performance evaluation and promotion practices with the
235 banking personnel in 22 banks of Pakistan. The study concluded that all the three human
resource practices had a positive and significant relationship with the perceived performance
of the employees. The study also suggested the banking sector of Pakistan to redefine quickly
the compensation practices in order to boost up the performance of the employees. Salaries
and other financial incentives of employees should be adjusted in accordance with higher
inflation in Pakistan. The researchers of this study said that the suggestions made by them in
this study can help the banking sector to properly define the HR practices to produce higher
performance of the employees which ultimately results in increasing the productivity and
motivation in employees.
Zulfqar Ahmad Bowra, Bilal Sharif, Affan Saeed and Muhammad Kabir Niazi (2012),
Impact of human resource practices on employees perceived performance in banking sector
of Pakistan, African journal of business management, Vol. 6, No. 1, pp. 323 332.
Hrp-ep3-z
Jeffrey B. Arthur (1994) examined the effect of 2 human resource systems such as control
commitment on manufacturing performance and turnover. He tested the strategic human
resource proposition that specific combination of policies and practices are useful in
predicting differences in performance and turnover across 30 steel minimills in United
States. This study provided one of the first pieces of empirical evidence with which to
evaluate the prescriptions in the human resource strategy literature. The study has shown that
identification of human resource systems promises to add significantly to understanding the
relationship between turnover and organizational performance. The mills with committed
systems had higher productivity, low scrap rates and lower employee turnover than those
with control systems. In addition, the study concluded that human resource systems moderate
the relationship between turnover and manufacturing performance.
Arthur, Jeffrey B. (1994), Effects of human resource systems on manufacturing performance
and turnover, Academy of management journal, Vol. 37, No. 3, pp. 670-687.
Hrp-ep-5
Pegah Khatibi, Reza Asgharian, Zeinab Seyed Saleki and Mahmoud Manafi (2012)
investigated the impact of related human resource management practices such as
compensation, promotion and performance evaluation on employee performance with 135
nurses in 9 hospitals (5 public and 4 private) in the city of Siraz in Iran. The results revealed
that two human resource management practices such as compensation and promotion were
positively related work performance in Iranian Hospitals, but it is not so for performance
evaluation practices. The results also revealed that compensation had the highest impact on
employees job performance.
Pegah Khatibi, Reza Asgharian, Zeinab Seyed Saleki and Mahmoud Manafi (2012), The
effect of HR practices on perceived employee performance: A study of Iranian hospitals,
Interdisciplinary journal of contemporary research in business, Vol. 4, No. 4, pp. 82-99.
Hrp cp -35
Rosemond Boohene and Ernesticia Lartey Asuinura (2011) assessed the effect of 4 human
resource management practices such as recruitment and selection, performance appraisal,
remuneration, and training and development practices on corporate performance with 100
employees in Graphic Communications Group Limited (GCGL), Ghana. The results of the
revealed that, from the perception of the respondents there exists a positive relationship
between effective recruitment and selection practices, effective performance appraisal
practices and GCGLs corporate performance. The study also given away that there is no
sufficient evidence to show that GCGLs remuneration practices as well as training and
development practices contribute positively towards its corporate performance, as perceived
by the respondents. Based on the findings of this research, it is recommended by the
researchers that the management of GCGL continues to ensure that the HR policy, which is a
result of the corporate strategy to use human resource, among others, to achieve outstanding
performance every year, is upheld.
Boohene, R., Asuinura E. L., (2011). The Effect of Human Resource Management Practices
on Corporate Performance: A Study of Graphic Communications Group Ltd, International
Business Research, Vol.4, No.1, pp. 266-272.

Hrp-cp-new
Olu Ojo (2011) examined the impact of strategic human resource practice in enhancing
corporate performance and investigated the extent of relationship between strategic human
resource practices and financial performance with the 120 employees of the selected banks in
Lagos state, Nigeria. The study found that there is a positive relationship between strategic
human resource practice and corporate performance of organization and so he concluded that
corporate performance is greatly determined by strategic human resource practice in the
organization and human resource practice cannot be effective without a good corporate
financial plan in the organization.
Olu Ojo (2011), Impact of strategic human resource practice on corporate performance in
selected Nigerian banks, Ege academic review, pp.339 347.
Hrp fp4-z
Patrick M. Wright et.al (2005) examined how measures of HR practices such as selection,
training, pay for performance evaluation and participation correlate with past, concurrent, and
future operational performance measures in 45 self-contained business units with 62 data
points (equivalent of a plant) of a large food service corporation with operations in the United
States and Canada. The result indicated that HR practices are strongly related to future
performance but they are also strongly related to past performance, suggesting caution among
both academics and practitioners in making any causal inferences.
Patrick M. Wright, Timothy M. Gardner, Lias M. Moynihan and Mathew R. Allen (2005),
The relationship between HR practices and firm performance: Examining casual order,
Personal Psychology, Vol.58, pp.409 446.
Hrp-fp-40
Pao-Long Chang & Wei-Ling Chen (2002) evaluated the links between human resource
management (HRM) practices such as training and development, teamwork, benefits, human
resource planning and performance appraisal and firm performance with 197 high-tech firms
of Hsinchu Science-based Industrial Park (HSIP), Taiwan. The results found that HRM
practices such as training & development, teamwork, human resource planning and
performance appraisal have significant effect on firm performance. In addition, benefits and
human resource planning are negatively related to employee turnover. This study also shown
that competitive strategies, such as cost strategy and differentiation strategy, have revealed
moderating effects on the relationship between HRM practices and firm performance.
Pao-Long Chang & Wei-Ling Chen (2002), The effect of human resource management
practices on firm performance: Empirical evidence from high-tech firms in Taiwan,
International journal of management, Vol.19, No.4, pp.622-631.
Hrp-fp-41
Fred Appiah Fening & Pesi Amaria (2011) investigated the impact of 6 human resource
management (HRM) practices such as recruitment and selection, training and development,
performance appraisal, employee participation and decision making, compensation, and staff
welfare services on the performance in terms of profitability, market share, sales growth,
employee morale, customer satisfaction, and quality of product and services of 131 small
firms in Florida during a period of economic recession. The study found significant positive
relationships between the HRM practices and small firm performance for both types of firms
affected or not affected by the recession, the HR manager response on agreeing scale of their
current HR practice positively impacted the firm performance.
Fred Appiah Fening & Pesi Amaria (2011), Impact of human resource management
practices on small firm performance in a country in recession, American Journal of Business
Research, Vol.4, No.1, pp.23-54.

Hrp-t-p-cfp-12
Mark A. Huselid (1995) comprehensively evaluated the link between systems of 11 high
performance human resource management practices (performance appraisal, personnel
selection, job design, incentive compensation, grievance procedure, attitude assessment,
information sharing, labour management, employee training, recruitment efforts, and
promotion criteria) and firm performance in terms of turnover, productivity and corporate
financial performance with 1000 publicly held U.S. firms. The study revealed that high
performance human resource management practices have an economically and statistically
significant impact on both intermediate employee outcomes (turnover and productivity) and
short and long-term measures of corporate financial performance. He divided the high
performance work practices into 2 factors, employee skills and organizational structures and
employee motivation factors. The first factor includes a broad range of practices such as a
formal job design program, enhanced selectivity which ensures employee job fit, formal
training which enhances the knowledge, skills, and abilities of both new and old employees,
quality of work life programs, quality circles, and labour-management teams which allows
employees to have direct input into production processes. Likewise he also included in his
first factor information sharing programs, formal grievance procedures, and profit and gain
sharing plans. The second factor composed of a more narrowly focussed set of high
performance work practices designed to recognize and reinforce desired employee behaviour
such as performance appraisal, linking those appraisals tightly with employee compensation,
and focussing on employee merit in promotion decisions. He concluded that 11 HR practices
have an economically and statistically significant impact on employee outcomes (turnover
and productivity and short and long term measures of corporate financial performance. He
also revealed that investment in high performance human resource management practices is
associated with lower turnover and greater productivity and corporate financial performance.
He suggested that the simple adoption of such practices is more important than efforts to
ensure these policies are internally consider or aligned with firm competitive strategy.
Mark A. Huselid (1995), The impact of human resource Management practices on turnover,
Productivity, and corporate financial performance, Academy of management journal, Vol.
38, No. 3, pp. 635872.

11.09.14
Christopher j. Collins & Ken G.smith (2006) developed and tested a theory of how human
resource practices such as selection, training and development and incentive practices affect
the organizational social climate conditions (trust, cooperation and shared codes and
language) that facilitate knowledge exchange and combination and resultant firm
performance (sales growth and revenue from new product and services) in 136 high
technology firms which emphasizes invention and innovation in their business strategy,
deploy a significant percentage of their financial resources to R&D, employ a relatively high
percentage of scientists and engineers in their workforce, and compete in worldwide, short-
life-cycle product markets in USA. The results revealed that commitment-based human
resource practices were positively related to the organizational social climates of trust,
cooperation, and shared codes and language. In turn, these measures of firms social climate
were related to the firm's capability to exchange and combine knowledge, a relationship that
predicted firm revenue from new products and services and firm sales growth. Their study
also suggested that the leaders of high-technology firms should carefully choose the HR
practices used to manage their knowledge workers, because these practices may shape the
firms' social contexts, which, in turn, affect the firms' ability to create the new knowledge
necessary for high performance and growth.

Christopher j. Collins & Ken G.smith. (2006). Knowledge Exchange and Combination: The
Role of Human Resource Practices in the Performance of High-Technology Firms, Cornell
University ILR School.

Hrp-ep5
Rahim Bux Soomro, Dr. Rehman Gul Gilal & Muhammad Masihullah Jatoi (2011) examined
the impact of HRM practices such as training, selection, career planning, employee
participation, job definition, compensation, performance appraisal on employees
performance with150 employees of various commercial banks located in Upper-Sindh,
Pakistan. The study revealed that all human resource practices were correlated positively with
the employee performance. Further this study pointed out that employees were very much
pleased with their compensation and selection procedure adopted by their respective
organizatins, therefore it is strongly advised that market-oriented compensation may be made
available to employees along with trustworthy selection procedures.
Rahim Bux Soomro, Dr. Rehman Gul Gilal & Muhammad Masihullah Jatoi (2011),
Examining the impact of human resources management (HRM) practices on employees
performance: a case study of Pakistani commercial banking sector, interdisciplinary journal
of contemporary research in business, vol. 3, no. 1,pp. 865 877.

Pankaj Tiwari & Karunesh Saxena (2012) developed an understanding of HRM Practices and
examined the unique HRM practices implemented by 6 different companies in India. After
reviewing the existing literature on HRM practices, the researchers have found that HRM
practices get affected by external and internal factors and directly or indirectly affect other
variables such as employees attitude, employee employer relations, financial performance,
employee productivity etc. and ultimately contribute to overall corporate performance. The
organizations which implements such practices with dedication, remains ahead of their
competitors because such practices affects other variables such as competitive advantage, job
satisfaction, financial performance, employee turnover, service quality, employee
commitment etc. in a positive manner and leads to overall corporate performance.

Pankaj Tiwari & Karunesh Saxena (2012), Human resource management practices: A
comprehensive review, Pakistan Business Review, pp.669 705.

10.09.12
Adnan M. Rawashdeh and Izzat karim Al-Adwan (2012) evaluated the impact of human
resource practices on corporate performance in Jordanian commercial banks. They taken into
consideration of 3 human resource practices such as recruitment and selection, compensation
and rewards and training and development. The results revealed that there is a positive and
significant association of recruitment and selection, compensation and rewards with corporate
performance where training and development had showed a negative association with
corporate performance.
Adnan M. Rawashdeh1 and Izzat karim Al-Adwan (2012), The impact of human resource
management practices on corporate performance: Empirical study in Jordanian commercial
banks, African Journal of Business Management Vol.6 (41), pp. 10591-10595.

Hrp-op-11
Anastasia A. Katou (2008) measured the impact of human resource management on
organizational performance in 23 industries of Greek manufacturing sector. The human
resource management policies include resourcing and development, compensation and
incentives, involvement and job design. He concluded that the relationship between human
resource management policies and organizational performance is partially mediated through
human resource management outcomes (skills, attitudes and behaviour) and it is influenced
by business strategies (cost, quality and innovation). The operational model in this study
advocated that human resource management policies directly influence human resource
management outcomes such as collective skills, attitudes and behaviour and thus, indirectly
through human resource management outcomes improve organizational performance.
Furthermore, he argued that the human resource management policies are significantly
positively and directly related to organizational performance.
Anastasia A. Katou (2008), Measuring the impact of HRM on organisational performance,
Journal of industrial engineering and management, Vol.01, No.02, pp. 119-142.

Devender Singh Muchhal (2014) studied the nature and pattern of relationship between HR
practices (Compensation, Performance Evaluation process & promotion) and job
performance of the 512 employees working in steel & power industries of Chhattisgarh. The
study concluded that employees working in steel and power sector of Chhattisgarh perceive
HR practices (compensation, performance evaluation process, and promotion) are positively
correlated with measures of job performance. The dependability, a measure of job
performance founds to be non significant with all three HR practices (compensation,
performance evaluation process & promotion). The job performance measure ability to get
along with others is non significant with compensation. The job performance measure ability
to work without supervision & ability to handle different jobs is not significant with
promotion.
Devender Singh Muchhal (2014), HR Practices and Job Performance, IOSR Journal Of
Humanities And Social Science, Volume 19, Issue 4, pp. 55 61.

Iffat Rasool & Jamila Khurdhid (2012) conducted the study to observe the relationship of
HRM practices having commitment as mediator with organizational performance in hotel
industry of Pakistan. The HRM practices considered for the study are selection, training,
performance appraisal, career planning, employee participation, job definition and
compensation. The results revealed that all the HR practices have positive significant
relationship on organizational performance. The results also indicated the need for
improvement in HRM practices so that personal commitment can be enhanced for better
organizational performance.
Iffat Rasool & Jamila Khurdhid (2012), The impact of HRM practices having a mediating
effect of organizational commitment on organizational performance, Vol. 1, No. 2, Issue
No. 8, pp. 33 36.

Leap Han Loo & Loo See Bech (2013) investigated the relationship between strategic
human resource management practices and firm performance in 7 Malaysian insurance firms
at headquarters in the Klang valley. They taken into consideration of recruitment and
selection, training and development, compensation and benefits, performance appraisal,
internal communication, career planning and job design. The study found that performance
appraisal, internal communication, training and development, recruitment and selection and
strategic human resource management alignment in the organization have positive
relationship on firm performance. This shows that organization highly dependent on human
resource and achieves high firm performance.
Leap Han Loo & Loo See Bech (2013), The effectiveness of strategic human resource
management practices on firm performance in the Malaysian insurance industry,
International journal of academic research in business and social sciences, Vol. 3, No. 5, pp.
706 714.

Md. Alamgir Jalil, Dr. Md. Abdul Hannan Shaikh and Md. Jahangir Alam (2014) conducted
a study with 680 employees the impact of 6 human resource management practices such as
recruitment and selection, performance appraisal, compensation and reward, training and
development, involvement and commitment on operational performance in Kushtia Sugar
Mills Ltd., Bangladesh. The study revealed that there is a positive and significant relationship
between effective human resource management practices especially recruitment and
selection, performance appraisal, involvement and communication and employee relationship
and the operational performance of Kushtia Sugar Mills Ltd.
Md. Alamgir Jalil, Dr. Md. Abdul Hannan Shaikh and Md. Jahangir Alam (2014), Human
Resource Management Practices and Operational Performance: An Empirical Study on
Kushtia Sugar Mills Ltd., Journal of economics and sustainable development, Vol. 5, No. 1,
pp. 1 10.

Michael Asiedu Gyensare and Joan-Ark Asare (2012) examined the impact of 3 human
resource practices such as compensation, performance evaluation and promotion on
perceived performance of 130 psychiatry nurses in the mental hospitals in Ghana. The study
concluded that all 3 human resource practices such as compensation, performance evaluation
and promotion showed a significant positive relationship with perceived employee
performance which implies that given a successful implementation of these human resource
practices, the psychiatry hospitals can achieve the maximum contribution of its employees.
Michael Asiedu Gyensare and Joan-Ark Asare (2012), Relationship between human
resource (HR) practices and perceived performance of psychiatry nurses in Ghana, African
journal of business management, Vol. 6, No. 6, pp. 2137 2142.

Hrp bu-22
Patrick M. Wright, Timothy M. Gardner, Lisa M. Moynihan (2003) examined the impact of
HR practices such as training, & participation and organizational commitment on the
operational performance and profitability of 50 business units of large food service
cooperation with operations in the united states & Canada. The results of the study revealed
that both organizational commitment and HR practices are significantly related tp operational
measures of performance as well as operating expenses and per tax profits. The study
concluded that there is a strong relationship between the organizational commitment and HR
practices.
Wright, P., Gardner, T., Moynihan, L. (2003), The impact of HR practices on the
performance of business units, Human resource management journal, Vol. 13, No. 3, pp. 21
36.

New hr 1
Li yun sun, Samuel Aryee and Kenneth S. Law (2007) examined the processes (mediation
and moderation) linking high performance human resource practices and organizational
performance. He also examined the potential mediating influence of service oriented
organizational citizenship behaviour (OCB) on the relationship between high performance
human resource practices and organizational performance, defined in terms of turnover and
productivity. The study revealed that there is a relationship between high performance human
resource practices with organizational performance indicators such as turnover and
productivity. The study also found that service-oriented organizational citizenship behaviour
partially mediated the relationship between high performance human resource practices and
both performance indicators such as turnover and productivity.
Li yun sun, Samuel Aryee and Kenneth S. Law (2007), High performance HR practices,
citizenship behaviour and organizational performance: A relationship perspective, The
Academy of Management Journal, Vol. 50, No. 3, pp. 558 577.

Hrmp bp 16
Zaini Abdullah, Nilufar Ahsan and Syed Shah Alam (2009) conducted a study to identify the
effect of 6 human resource management practices such as training and development, team
work, compensation/ incentives, Human resource planning, performance appraisal and
employee security on business performance among private companies in Malaysia. Their
study found support for the 4 human resource management practices such as training and
development, team work, Human resource planning, performance appraisal to be correlated
with business performance with the exception for compensation/incentive and employee
security. In conclusion they said that all six human resource practices help to improve firms
business performance including employees productivity, product quality and firms
flexibility.
Zaini Abdullah, Nilufar Ahsan and Syed Shah Alam (2009), The effect of human resource
management practices on business performance among private companies in Malaysia,
International journal of business management, Vol. 4, No. 6, pp. 65 - 72.

Hrp-op-43
Mohinder Chand and Anastasia A. Katou (2007) investigated the impact of 6 human resource
management practices such as recruitment and selection, man power planning, job design,
training and development, quality circle and pay systems on organizational performance in
the Indian Hotel industry taking into consideration of 439 hotels. The results indicated that
hotel performance is positively associated with 6 human resource management systems. They
also suggested that improvement of these human resource management practices may
develop competitive advantage of the hotels that adopt these practices.
Mohinder Chand and Anastasia A. Katou (2007), The impact of human resource
management practices on organizational performance in the Indian Hotel Industry,
Employee relations Emerald group publishing Ltd., Vol. 29, No. 6, pp. 576-594.


Hrp op 14
Fathi M. A., ALDamoe, Mohamd Yazam & Kamal Ab Hamid (2013) emphasized the effect
of human resource management practices outcome on organizational performance in Libya
firms. The human resource management practices considered for the study are human
resource planning, performance appraisal and reward and compensation. The study revealed
that the ability of the organization to improve the performance through the unique attributes
of human resource management practices such as reward and compensation and performance
appraisal.
Fathi M. A., ALDamoe, Mohamd Yazam & Kamal Ab Hamid (2013), Human resource
management practices on organizational performance in Libya firm, Public administration
research, Vol. 2, No. 1, pp. 29-32.

Hrp-op-15
Abang Azlan Mohamad, MAY-Chiun Lo and Maw King La (2009) examined the human
resource practices such as performance appraisal, training and information technology with
the presence of incentives as moderator on organizational performance in 85 manufacturing
companies in Malaysia. The results have indicated that the 2 components of human resource
practices namely training and information technology have direct impact on organizational
performance. It was found in this study that incentive is positively related to organizational
performance but did not moderate the relationship between both human resource practices
and organizational performance. This could be due to the fact that in most developing
countries, the employees are not as highly paid as those workers in developed countries, thus
the workers are more concerned with human resource practices which could subsequently
increase their earnings (Bashir & Khattak, 2008).
Abang Azlan Mohamad, MAY-Chiun Lo and Maw King La (2009), Human resource
practices and organizational performance. Incentives as a moderator, Journal of academic
research in economics, Vol. 1, No. 2, pp. 229-244.

Shrm-op-17
Oladipo Jimoh. A. and Abdulkadir Danlami. S. (2011) examined the impact of strategic
human resource management practices such as selection system, training and development,
performance appraisal system, compensation system, career planning system and employee
participation on organizational performance in 21 Nigerian manufacturing companies. The
study concluded that strategic human resource management is moderately practiced by
companies operating in the Nigerian manufacturing sector and that performance symbolized
by growth rate of return, financial strength, return on equity, return on assets and profitability
is reasonably enhanced by 8 out of 9 strategic human resource management practices tested.
The study also indicated that line management devolvement, innovative recruitment and
selection system, regular training and development of personnel, equity based compensation
system, performance appraisal system, effective career planning system and a robust
employee participation in the organizations decisions and actions are the key strategic
human resource practices that influence organizational performance in the Nigerian
manufacturing sector.
Oladipo Jimoh. A. and Abdulkadir Danlami. S. (2011), Strategic human resource
management and organizational performance in Nigerian manufacturing sector: An empirical
investigation, International journal of business management, Vol. 6, No. 9, pp. 46-56.

Hrm-wc-op-18
Garry A. Gelade & Mark Ivery (2003) examined the relationship between human resource
management (HRM) come climate and organizational performance in the branch of a retail
bank, UK. The human resource management practices include leadership, local management,
goal clarity, job enablers, coaching, job challenge and rewards. This study revealed that there
is a significant correlation between work climate, human resource practices and business
performance. It also found that progressive human resource management practices such as
management of job demand and support for professional development are associated with
superior organizational performance.

Garry A. Gelade and Mark Ivery (2003), The impact of human resource management and
work climate on organizational performance, Personnel Psychology, Vol. 56, pp. 383 404.


Hrp op -43
Hafiza Hafsa Nayyab, Mudassar Hamid , Faisal Naseer and Mudassar Iqbal (2011) conducted a
study with 101 employees working in different branches in Okara, Punjab (Pakistan) to find out
the impact of 6 human resource management practices such as selection, job definition,
performance appraisal, training, compensation, participation of an employee in decision making
on organizational performance in terms of performance of marketing department, ability to attain
market share, financial performance and quality of product and services. Their study concluded
that human resource management practices was found significantly related with banks
performance i.e. HRM practices contributing to the enhanced performance of 11 banks in the
banking sector in terms of performance of marketing development, ability to attain market share,
financial performance, improving the quality of product or services and eliminate the wastage of
time and employee turnover. It also indicated that such practices not only help banks to achieve
the continuous growth but also provide a competitive advantage.
Hafiza Hafsa Nayyab, Mudassar Hamid , Faisal Naseer and Mudassar Iqbal (2011), The impact
of HRM practices on the organizational performance. The study of banking sector in Okara,
Punjab (Pakistan), Interdisciplinary journal of contemporary research in business, Vol. 3, No. 3,
pp. 661-672.

Hrp-op-11
Claire Harris, Penny Cortvriend and Paula Hyde (2007) compared the evidence from a range
of reviews concerned with the links between human resource management and performance
in health care organizations, UK. The study found that there is a relationship between range
of human resource management practices and performance. The study also seen that recent
studies have found human resource management practices to be associated with patient
outcomes such as mortality, yet that yield little information regarding the processes through
which human resource management affects individual performance and its consequent imact
of patient care.
Claire Harris, Penny Cortvriend and Paula Hyde (2007), human resource management and
performance in health care organizations, Journal of health organizations and management,
Vol. 21, No. 4, pp. 448-459.

Hrmp-fp-19
Md. Zohurul Islam and Sununta Siengthai (2010) investigated the impact of human resource
management practices such as recruitment and selection, training and development,
unionisation, performance appraisal and reward/compensation on firm performance in 23
Dhaka export processing zone (DEPZ) enterprises with 216 employees in Bangladesh. Their
stidy found that the core of human resource management practices except unionisation had a
significant and positive association with firm performance. The study also implied that firms
should be encouraged to invest more in human resource management system improvement to
enhance their performance. In particular, firms should pay more attention to the training
programme for upgrading their managers capabilities.
Islam M. Z. & Siengthai. S (2010), Human resource management practices and firm
performance improvement in Dhaka export processing zone, Research and practice in
human resource management, Vo. 18, No. 1, pp. 60-77.

Hrp-fp-20
Davood Gharakhani, Amid Pourghafar Maghferati and Javad Eslami (2012) examined the
role of human resource practices on firm performance in 65 manufacturing companies located
in Quzuin, Iran. The study includes four human resource practices includes training,
compensation, performance appraisal and participation. The results of the study revealed that
training, compensation, performance appraisal and participation. The results of the study
revealed that training, compensation, performance and participation are positively related to
firms performance.
Davood Gharakhani, Amid Pourghafar Maghferati and Javad Eslami (2012), The
relationship between human resource practices and firm performance in Iran, Research
Journal of applied sciences, Engineering technology, Vol. 5, No. 15, pp. 3883 3887.

Hrp-ocb-fp-22
Davood Babaei, Aminah Ahmad, Khairuddin Idris, Zoharah Omar and Hamid Rahimian
(2012) conducted a study by the examination of organizational citizenship as a mediating
variable through which human resource practices affect firm performance in terms of quality
of services with 176 managerial employees and 352 non-managerial employees and 871
customers in 179 branches from 2 Iranian banks in Tehran, a public and a private bank. The
human resource practices were reward and performance appraisal practices. The study
concluded that human resource practices play a critical role in enhancing employees
organizational citizenship behaviour and firm performance. The study also found that
organizational citizenship behaviour mediate the effects of reward and performance appraisal
practices on service quality. To improve the service quality the employees should improve
rewards and performance appraisal practices since these practices have an impact on
employees organizational citizenship behaviours which in turn affects service quality.
Davood Babaei, Aminah Ahmad, Khairuddin Idris, Zoharah Omar and Hamid Rahimian
(2012), The impact of human resource practices and organizational citizenship behaviour on firm
performance, American Journal of applied sciences, Vol. 9, No. 1, pp. 47-53.

Hrp-ep-1 kaveri hr
Nermine Magdy Atteya (2012) examined the mediating variables such as supervisors job
satisfaction, organizational commitment, quitting intention, negative word of mouth,
organizational citizenship behaviour which underlying the relationship between human resource
management practices and job performance with 549 supervisors in Egyptian joint venture
petroleum companies. He framed the questionnaire for human resource practices which includes
selection, promotion, training, career development opportunities, shifting compensation,
rewarding and performance appraisal. The study revealed that affirmative, objective and fair
human resource management practices affects the level of perceived justice among supervisors
and consequently their job performance through the positive influence of job satisfaction,
organizational commitment and organizational citizenship behaviour, negative quitting intention,
and negative word of mouth. Ineffective and unfair practices and incidents occurring in such
human resource practices are expected to reduce the level of job satisfaction, organizational
commitment and performance.

Nermine Magdy Atteya (2012), Testing the impact of the human resource management practices
on job performance: An empirical study in the Egyptian joint venture petroleum companies,
International journal of business and social sciences, Vol. 3, No. 9, pp. 105-119.

Hrp-ep-2
Yasir Tanveer, Muhammad Zeeshan Shaukat, Sheraz Ahmed Alvi and Aysha Munir (2011)
comprehensively evaluated the impact and links between 3 human resource practices which is
considered as an at most requirement of textile mills such as recruitment and selection,
training and performance appraisal with employees performance of the 87 textile sector
companies in Pakistan. The study revealed that all variables such as recruitment and
selection, training and performance appraisal are found to be significantly related with
performance of employees. It also found that recruitment and selection and performance
appraisal plays a vital role for the performance of the employees as training of the employees
is also important but there is something is more important to work on.
Yasir Tanveer, Muhammad Zeeshan Shaukat, Sheraz Ahmed Alvi and Aysha Munir (2011),
The way human resource management (HRM) practices effect employees performance: A
case of textile sector, International journal of economics and management sciences, Vol. 1,
No. 4, pp. 112-117.

Hrp-ep-3
Mercy Gacheri Munjuri (2011) examined the effect of human resource management practices
such as training, performance related pay, employee empowerment, job-design and job
security in enhancing employee performance with 88 employees in Catholic institutions of
higher learning in Kenya. The study concluded that performance related pay has the greatest
impact on increasing employees level of performance. Training and employee empowerment
have also got an effect increasing employees level of performance. Job design and job
security have got the least impact on performance. The study also revealed that performance
would improve to a very large extent when employees are provided with an opportunity to
make decisions that they handle, deciding how to go about ones tasks, employees input
being sought in managerial decisions, being delegated to tasks that one can handle, job
security as long as one can perform, being equipped with skills required by ones job setting
of achievable targets, employees input in setting of targets, fair evaluation of performance,
salary increase on achievement of set targets, bonuses and incentives on achievement of
targets, relationship between fair administration of rewards.
Mercy Gacheri Munjuri (2011), The effect of human resource management practices in
enhancing employee performance in catholic institutions of higher learning in Kenya,
International journal of business administration, Vol. 2, No. 4, pp. 189-224.,
http://dx.doi.org/10.5430/ ijba.v2n4p189.

Hrp-ep-1
Qasim Riaz, Khan Ayaz, Amir Manzur Wain and Muhammad Sajid (2012) have examined
the relationship between employees performance and 3 human resource practices such as
performance evaluation, promotion and compensation with 90 employees in 2 leading
hospital in Pakistan. The study conclude that there is a positive association between
promotion practices and compensation practices with employee performance but employee
performance are not significantly associated with performance evaluation. The study also
emphasized that Pakistan hospitals need to change some compensation practices for the
improvement of hospital employees performance.
Qasim Riaz, Khan Ayaz, Amir Manzur Wain and Muhammad Sajid (2012), Impact of
human resource practices on perceived performance of hospital employees in Pakistan,
Journal of economics and sustainable development, Vol. 3, No. 11, pp. 10-15.

Training-ep.1
Abd Hair Awang, Rahmah Ismail and Zulridah Mohd Noor (2010) investigated the impact of
training programme on employees job performance in terms of knowledge, skills, works
behaviour and job performance with 1200 employees at hotel resorts and ICTs companies in
four selected states (Selangor, Federal Territory, Johor and Pulau Pinang) in Malaysia. A total
of four components indicator were identified as the measurement parameters such as training
reactions, learning outcomes, behavioural changes and organizational impact in terms of
employees job performance. A total of six subjective measures of job performance are
considered for the study such as work target, product/service quality, product/service defect,
customer complaint, and job hazard and equipment failure. The type of training programmes
of Human Resource Development Limited (HRDL) taken for the study were management
and supervisory, technical skills, occupational health, safety and environmental protection,
team work and motivation, communication and customer service and sales and marketing
which improves employees job performance. The results revealed that HRDL training
programmes improved the knowledge, skills and work behaviour of workers. Most of the
training related variables are positively and significantly associated with employees job
performance except cognitive competence. However, the training has moderate impact on
employees job performance.
Abd Hair Awang, Rahmah Ismail and Zulridah Mohd Noor (2010), Training impact on
employees job performance: A self evaluation, Ekonomska Istraivanja, Vol. 23, No. 4, pp.
78-90.

Training -ep-53
Afshan Sultana, Sobia Irum, Kamran Ahmed and Nasir Mehmood (2012) examined the
impact of training and employee performance with the mediating variables of salary, job
involvement. The study was conducted with 360 employees of 5 telecommunication
companies in Pakistan. The study concluded that if organizations invest in right type of
employee training it can enhance employee performance as well as competencies and skills.
The study also found that there is a positive and significant relationship between training and
salary, salary and employee performance, training and job involvement and job involvement
and employee performance. In addition, training is seen as a useful means of coping with
changes fostered by technological innovation, market competition, organizational structuring
and most importantly it plays a key role to enhance employee performance. It s followed that
organizational success relied on the skills and abilities of their employees, and the means that
organizational success depends to an extent on considerable and continuous investment in
training. This would ensure an adequate supply of staff that is technically and socially
competent and capable of being developed into specialists for the relevant departments or
management positions.
Afshan Sultana, Sobia Irum, Kamran Ahmed and Nasir Mehmood (2012), Impact of training
on employee performance: A study of telecommunication sector in Pakistan,
Interdisciplinary journal of contemporary research business, Vol. 4, No. 6, pp. 646-661.

Training -ep-54

Ameeq-ul-Ameeq, and Furqan Hanif (2013) investigated whether training programs (both on the
job and off the job) used by HR departments of the 20 Hotels of Lahore are actually helping
employees to develop and performance of their task. The research clearly shown that there is a
positive correlation between the training and employee performance, therefore training had a
direct influence on employees performance and development and it increases the overall actual
performance and overall efficiency of employees.
Ameeq-ul-Ameeq, and Furqan Hanif (2013), Impact of training on employees development and
performance in hotel industry of Lahore, Pakistan, Journal of business studies quarterly, Vol. 4,
No. 4, pp. 68-82.

Job analysis-ep-z
Rehman Safdar, Ajmal Waheed and Khattak Hamid Rafiq (2010) linked the HR importance
of job analysis with employee job performance (operational and financial performance) in 6
public sector regulatory authorities such as telecommunication, oil and gas, power, media,
security exchange, banking sector and 9 organizations related with these regulators of
Pakistan. The study has been conducted with three potential contributions first, effectiveness
of human resource planning in the public sector organizations, secondly impact of job
analysis on employee job performance and finally examine the moderating effects of
recruitment process with job performance. Survey results of 568 employees indicated that
practice of job analysis was strongly related to employee job performance and its outcomes,
viz., job satisfaction and job retention. The strong impact of job analysis on job performance
suggested that job analysis is indeed cornerstone of HR activities and a vital strategic
management practice to gain competitive advantage.
Rehman Safdar, Ajmal Waheed and Khattak Hamid Rafiq (2010), Impact of job analysis on
job performance: Analysis of a hypothesized model, Journal of diversity management-
second quarter, Vol. 5, No. 2, pp. 17-36.
Pa-ep-49
Ari Warokka, Cristina G. Gallato and Thamendren a/l Moorthy (2012) examined the effect of
independent variable organizational justice in performance appraisal system (distributive
justice, procedural justice and interactional justice) to performance appraisal satisfaction and
work performance with 100 employees of large and well-established construction companies
of Kuala Lumpur, where well and transparent appraisal systems is considered. The results
revealed that the interactional justice has more influence than other types of organizational
justice in evaluating employees performance. Employees are more concerned on interaction
during and after the evaluation process. They are keen on knowing how they have been
evaluated and what the feedback of their superior is after the performance appraisal process.
Thus the study had shown the concern of employees towards performance appraisal
satisfaction, especially on the performance appraisal feedback. It provides strong support for
the relationship between employee perception of organizational justice (distributive,
procedural and interactional justice) in performance appraisal system and work performance.
It also supports a significant relationship between performance appraisal satisfaction and
work performance.
Ari Warokka, Cristina G. Gallato and Thamendren a/l Moorthy (2012), Organizational
justice in performance appraisal system and work performance: Evidence from an emerging
market, Journal of human resource management research, Vol.
Job design-ep-47
Dr. M. Safdar Rehman (2011) examined the relationship of job design (creativity, working
style, interference, superior support and suggestion to superiors), job satisfaction (inner
satisfaction, respect, sense of fulfilment, peer support, care by organization) and job retention
in order to determine whether these constructs are able to enhance the employees job
performance (operational and financial performance) by using employees of Pakistans public
sector regulatory authorities such as telecommunications, oil and gas, power, media,
corporate, capital and banking sectors for examination. He tested the 3 hypothesis, first
positive relationship between job design and job performance, secondly positive relationship
between job satisfaction and job performance and thirdly positive relationship between job
retention and job performance. His study had shown high effect size between job design and
job performance (r = 0.53) and job design with job satisfaction (r =0.48) and moderate with
job design and job retention (r = 0.31). Ultimately the study revealed that there was a positive
significant relationship between job design and job performance, the relationship between job
satisfaction and job performance was trivial and a moderate impact of job retention with job
performance.
Dr. M. Safdar Rehman (2011), Job design and job performance relationship: A study of
Pakistan public sector employees, Interdisciplinary journal of contemporary research
business, Vol. 2, No. 12, pp. 562-576.
Compensation, promotion-ep-39
Bilal Jamil and Naintara Sarfaraz Raja (2011) investigated the impact of three HRM practices
namely compensation, performance evaluation and promotion practices on employee
performance with 90 employees of both public and private sector organizations of Pakistan
and to make comparison. The result indicated that compensation and performance evaluation
practices were significantly and positively associated with employee performance and
employee performance is directly proportional to organizational performance which in turn
leads to economic growth of both public and private sector organizations of Pakistan. It also
found that promotion practices were insignificantly associated with employee performance.
The study suggested that it is an ethical and legal duty of employers to compensate employee
maximally, to practically evaluate performance and promote the suitable and deserving
candidates.
Bilal Jamil and Naintara Sarfaraz Raja (2011), Impact of Compensation, performance
evaluation and promotion practices on Government employees performance Vs Private
employees performance, Interdisciplinary journal of contemporary research business, Vol.
3, No. 8, pp. 907-912.
Pa-ep-50
Nadeem Iqbal, Naveed Ahmad, Zeesham Haider, Yumna Batool and Qurat-ul-ain (2013)
examined the impact of performance appraisal on employees performance and also analysed
whether motivation affects the relationship of performance appraisal and employees
performance with 150 employees among the banks of Dera Ghazi Khan. The results indicated
that there is a positive relationship between performance appraisal and employees
performance. Motivation as a moderator positively affected the relationship between
performance appraisal and employees performance.
Nadeem Iqbal, Naveed Ahmad, Zeesham Haider, Yumna Batool and Qurat-ul-ain (2013),
Impact of performance appraisal on employees performance involving the moderating role
of motivation, Arabian journal of business and management review (OMAN Chapter), Vol.
3, No. 1, pp. 37-56.
Training and feedback
Mubashar Farooq and Dr. Muhamamd Aslam Khan (2011) examined the impact of training
and feedback on increasing the performance of employees with 150 university teachers like
associate, assistant professors and lecturers at the federal level of Pakistan. The study
revealed that there is a strong positive relationship between training and feedback with
employees performance. The results shown that training gushed ability of working in any
sort of employee, even in non-professional and new employees; it pushed up the abilities of
professionals to a higher stage from where they currently stand. So, training and feedback not
only individually strengthen the employees performance but also they collectively work for
creating the environment which is compatible with all level of employees, and they also
continually nourish their work attitudes and behaviour. The study also found out that training
and feedback play their role in achieving organizational targets by making its employees
more work focus and goal oriented.
Mubashar Farooq and Dr. Muhamamd Aslam Khan (2011), Impact of training and feedback
on employee performance, Far East Journal of Psychology and Business, Vol. 5, No. 1, pp.
23-33.
Work environment
A. K. Srivastava (2008) examined the effect of two constituents of work environment
(physical and psychological) on employees job satisfaction and performance, and
organizational effectiveness with 360 technical supervisors and operating core personnel in 4
industrial organizations at Varanasi. The study revealed that participants who receive their
work environment as to be adequate and favourable scored comparatively higher on the
measures of job satisfaction, performance, and perceived organizational effectiveness. The
two constituents of work environment were also found causing significant variance in
employees job behaviour and their perception of components of work environment, working
condition, welfare provisions, interpersonal relations, and trust and support predominantly
contribute to employees job behaviour and organizational effectiveness. The results also
specified that psycho-social environment in work place exert more impact on employees job
behaviour and organizational effectiveness than the physical environment does in the
organization.
Srivastava, A. K (2008), Effect of perceived work environment on employees job
behaviour and organizational effectiveness, Journal of the Indian Academy of applied
psychology, Vol. 34, No. 1, pp. 47 55.

R&S-ep-51
Rev. Dr. Jonathan W. Omolo, Dr. Moses N. Oginda and Dr. Willis Yuko Oso (2012)
investigated the effect of recruitment and selection on the performance, through specifically
investigating the effect of sourcing, attracting and screening collectively with 260 Small and
Medium Enterprises (SMEs) in Kisumu Municipality in Kenya. The study found that the
overall average performance of Small and Medium Enterprises (SMEs) in Kisumu
Municipality was 60.71%. The study concluded that there was a significant positive
correlation between recruitment and selection and performance of Small and Medium
Enterprises (SMEs).
Rev. Dr. Jonathan W. Omolo, Dr. Moses N. Oginda and Dr. Willis Yuko Oso (2012), Effect
of recruitment and selection of employees on the performance of Small and Medium
Enterprises in Kisumu Municipality, Kenya, International journal of human resource studies,
Vol. 2, No. 3, pp. 139-150.

Selection-training-pa-ep-52
Zubair Aslam Marwat, Muhammad Arif and Khadim Jan (2009) analysed the effect of set of
4 human resource practices namely selection, training, performance appraisal and
compensation on employees performance in terms of effectiveness and efficiency with 56
human resource executives of telecom companies. The study revealed that all the 4 human
resource practices namely selection, training, performance appraisal and compensation had
positive correlation with employee performance
Zubair Aslam Marwat, Muhammad Arif and Khadim Jan (2009), Impact of selection,
training, performance appraisal and compensation on employee performance: A case of
Pakistan telecom sector, Interdisciplinary Journal of Contemporary Research in Business,
Vol. 1, No. 7, pp. 189 197.
7tt
Joseph Kennedy (2009) evaluated the impact of training and development on job
performance of Registrars, Court Recorders, Bailiffs and interpreters of staff of 12 courts
within the Judicial Service of Ghana and also identified the role of training and development
on job performance. The study concluded that impact of training and development in the
Judicial Service of Ghana were mainly concerned with offering learning and development
opportunities for staff and improvement of knowledge and skills at all levels in the
organization. The study also revealed from the research that, appropriate training and
development of judicial staff can result in efficient performance of employees job. The role
of training and development in the Judicial Service is that establishment of training gaps and
to build capacity of employees relative to achieving the overall vision and mission statements
of Judicial Service of Ghana.

Kennedy, J., (2009), The impact of training and development on job performance: A case
study of the Judicial Service of Ghana, Ph.D thesis, Kwame Nkrumah University of Science
and Technology.

Hrp-op-n6

Brian Becker and Barry Gerhart (1996) identified the link between human resource
management and organizational performance through the review of various literatures. With
the Special Research Forum on human resource management and organizational
performance, he contributed a better understanding of role of human resource decisions in
creating and sustaining organizational performance and competitive advantage. The study
provided a support for the strategic impact of human resource on key performance outcomes
and he concluded that this special study will hasten the development of a cumulative body of
knowledge that offers a new strategic lever for senior management.

Becker, B., and Gerhart, B. (1996), The impact of human resource management on
organizational performance: Progress and Prospects, The academy of management journal,
Vol. 39, No. 4, pp.779-801.

Hrmp-op-n1

John T. Delaney and Mark A. Huselid (1996) examined the impact of human resource
management practices (those affecting employee skills, employee motivation, and the
structure of work) including selectively hiring, incentive compensation and training on
perceptions of organizational performance with 590 for-profit and non-profit organizations,
U.S in three ways. First, they drew on a unique national probability sample of for-profit and
non-profit organizational to evaluate the association between a variety of progressive HRM
practices and perceptual measures of organizational performance. Second, they conducted
some rudimentary empirical tests of the effect of complementarities among HRM practices
on first level outcomes. Finally, they identified some important relationship between HRM
practices and firm performance. This study concluded that there is a positive relationship
between human resource management practices, such as training and staffing selectively, and
perpetual firm performance measures. The results also revealed that increasing interest in the
firm-level effects of HRM practices is a very positive development for the human resource
field.

Delaney, J. T., and Huselid, M. A., (1996), The Impact of Human Resource Management
Practices on Perceptions of Organizational Performance, The Academy of Management
Journal, Vol. 39, No. 4, pp. 949-969, http://www.jstor.org/stable/256718.

Compensation -1
Abdul Hameed, Muhammad Ramzan, Hafiz M. Kashif Zubair, Ghazanfar Ali and
Muhammad Arslan (2014) measured the impact of compensation (salary, rewards and
indirect compensation) on employee performance with 200 full time working employees of
45 banking sector in Pakistan. The results of the study revealed that compensation had a
positive impact on employees performance. From the correlation analysis it was found that
all the independent variables had weak or moderate relationship to each other. From the
regression analysis it was shown that all the independent variables had insignificant and
positive impact on employee performance. Descriptive analysis also revealed that all the
independent variables had positive impact on employee performance.
Hameed, A., Ramzan, M., Kashif Zubair, H. M., Ali, G., and Arslan, M. (2014), Impact of
compensation on employee performance (Empirical evidence from banking sector of
Pakistan), International journal of business and social science, Vol.5, No. 2, pp. 302-309.

Compensation -3
Olu Ojo, Omotayo Oyeniyi and Adeniji A.A (2007) analysed the impact of compensation on
performance of the employees with 90 employees of General System Mobile (GSM)
communication providers in Nigeria. The study revealed that there is a positive relationship
between the compensation and employee performance. The study also concluded that
compensation is a vital tool in influencing employees work behaviour and also it inspires,
encourages and motivates workers to perform their best in achieving organizational goals and
objectives.
Olu Ojo, Omotayo Oyeniyi and Adeniji A.A (2007), Assessment of the impact of
compensation on employees performance, Journal of business administration and
management, Vol. 2, No. 1, pp. 11-16.

Compensation -4

Jane Nelima Wekesa and Silas Nyaroo, M. A. (2013) examined the effect of compensation on
performance of public secondary school teachers (91 teachers and 11 head teachers) in
Eldoret Municipality Uasin Gishu, Kenya. The study revealed that fair compensation had an
effect on Public secondary school teachers performance this is because the compensation
policy in place demoralizes the teachers, does not enhance task performance and negatively
affects the productivity of the teachers.
Jane Nelima Wekesa and Silas Nyaroo, M. A. (2013), Effect of compensation on
performance of public secondary school teachers in Eldoret Municipality, Kenya,
International journal of scientific and research publications, Vol. 3, Issue 6, pp. 1-4.


Hrm & p

Abdulkadir Danlami Sani (2012) investigated the impact of strategic human resource
management (HRM) practices such as strategic HRM alignment with business objectives and
strategies, line management devolvement and line management training in HR practices,
selection system, performance appraisal system, training and development system,
compensation system, and career planning system on organizational performance with 32
managers of 18 insurance companies in Nigeria as well as examined whether the
effectiveness of strategic HRM practices on organizational performance is contingent on
organizations work place climate. The results revealed that the relationship between strategic
HRM practices and organizational performance in Nigerian insurance industry is moderately
influenced by organizational climate. It also suggested that strategic HRM alignment, line
management training, career planning system and job definition are the key strategic HR
practices that influence organizational performance in Nigerian insurance industry.

Abdulkadir Danlami Sani (2012), Strategic human resource management and organizational
performance in the Nigerian insurance industry: The impact of organizational climate,
Business intelligence journal, Vol.5, No.1, pp. 8-20.


Hrp,com-ep

Dawn S. Carlson, Nancy Upton, and Samuel Seaman (2006) examined the impact of human
resource practice as such as training and development, appraising employee performance,
maintaining morale, setting competitive compensation levels and compensation design on
performance 168 family owned SMEs in U.S. The study also deals with recruitment
package as it focussed specifically on how designing competitive compensation impacted the
firms ability to recruit and retain key employees. The results revealed that training and
development, recruitment package, maintaining morale, use of performance appraisals, and
competitive compensation were more important for high sales-growth performing firms than
for low sales-growth performing firms. Thus all human resource practices have a positive
impact on performance of employees. In addition, they examined the use of incentive
compensation in the form of cash, noncash, and benefits and perks for four different levels of
employees in family-owned SMEs. It was found that high sales-growth performing firms
used more cash incentive compensation at early level in the organization. Thus cash
incentives in compensation across all levels of employees well lead to higher performance.

Carlson, D. S., Upton, N., and Seaman, S. (2006), The impact of human resource practices
and compensation design on performance: An analysis of family-owned SMEs, Journal of
small business management, Vol. 44, No. 4, pp. 531-543.

Hrp-ep4
Kent V. Rondeau and Terry H. Wagar (2001) examined the impact of human resource
management practices, programmes, and policies, on human resource aspects of work place
climate, as well as a variety of indicators that include employee, customer/resident and
facility measures of organizational performance with 283 nursing homes in Canada. The 24
high-performance human resource practices including communication programmes, team-
based programmes, work scheduling, incentive compensation, employee counselling,
employee recognition, grievance resolution, employee selection tests, internal promotion
policy, formal performance appraisal, and minority recruitment and those practices labelled
in academic literature as technical as well as strategic practices were considered for the study.
The study concluded that simply introducing HRM practices or programmes, in the absence
of an appropriately supportive workplace climate, will be insufficient to attain optimal
organizational performance.
Rondeau, K. V. and Wagar, T. H. (2001), Impact of human resource management Practices
on nursing home performance, Health services management research, Vol. 14, No. 3, PP.
192-202.

Hrp-ep8
Lin Gao (2011) examined the impact of human resource development practices (Independent
Variable consists of HRD practices categorized as transactional, traditional and
transformational) on performance improvement (Dependent Variable) through 6 abilities and
key behaviours of continuous improvement (CI, Mediating Variable) with 4 levels of
employees (Profession, Managerial, Executive and Operational) from 4 functional areas (HR,
Quality, Engineering and other functions) consisting of 5999 employees in Company C of
automotive industry in North America. The study result shown that HRD practices had a
positive influence on performance improvement through CI abilities. The study result shown
that HRD practices have a positive influence on performance improvement through CI
abilities. The study also found that HRD practices had a negative influence on performance
improvement through CI abilities among 4 levels of employee positions and HRD practices
had a negative influence on performance improvement through CI abilities in the 4 functional
areas.
Gao, L. (2011), examining the impact of human resource development practices on
performance improvement through continuous improvement at an automotive supplier in
North America, A Dissertation in Workforce Education and Development, The
Pennsylvania State University.

Hrp-ep-n1
Irfan Saleem and Aitzaz Khurshid (2014) examined whether major human resource practices
such as merit based recruitment and selection, performance based compensation,
organizational commitment and training and development lead to enhance performance of
employees with 310 employees of 3 banks consisting of 92 branches in Lahore, Pakistan.
The study concluded that all human resource variables have positive relation with employee
performance, Pakistan banks are therefore recommended to adopt the stated HR practices to
enhance the performance of employees which in turn enhance Companys performance.

Irfan Saleem and Aitzaz Khurshid (2014), Do human resource practices affect employee
performance? Pakistan business review, Vol. 15, No. 4, pp. 669-688.

Hrp-ep-n2

Maura Sheehan (2014) examined the relationship between human resource management
practices (recruitment and selection, performance appraisal, performance based compensation
pay, training and development, employee voice, consultation, participation and information
sharing & strategic people management) and performance of employees in 10 Small and
Medium-sized Enterprises (SMEs) of UK and EU. The results of the study concluded that use
of human resource practices was found to positively enhance sustained competitive
advantage. The study also revealed that investment in selected human resource practices has a
significant positive effect on employees performance. The study suggested that the SME
owners must invest carefully, as the short-run cost of investment in human resource will be
significant. However, the medium to longer-term gains associated with this investment are
demonstrated to have significant positive effects for sustainable competitive advantage.

Sheehan, M. (2014), Human resource management and performance: Evidence form small
and medium-sized firms, International small business journal, Vol. 32, No. 5, pp. 545-570.

Hrp-nurses ep-z

David Bishop (2005) evaluated the effects of HR practices such as team working,
employment security, performance-related pay, selective hiring, training and development,
egalitarianism and information sharing on individual and group level performance outcomes
such as work behaviours, job attitudes and side effects of 240 nurses in NHS hospital wards,
UK. The study concluded that there is a significant positive effect of human resource
practices on the outcomes of NHS nurses working in hospitals.

Bishop, D. (2005), An investigation into the effects of H.R. Practices on N.H.S. Nurses,
Management research news, Vol. 28, No. 9, pp. 21-23.

Ovidiu Lliuta Dobre (2012) studied the impact of human resource management on
organizational performance through the analysis of various reviews of literature. Through the
reviews, it was concluded that positive implications of implementing a high performance
system help the organizations to improve the performance. He recommended that the most
efficient way to improve organizational performance through people is to improve their levels
of ability (coaching, training, providing feedback) and motivation (positive feedback,
rewards, counselling). Nevertheless, it is essential that the HR managers set the individual
levels of performance that support the achievement of the organizational goals and culture. In
addition, feedback should be given to poor performers to help them improve their results, but
also to high quality employees to develop their skills and prepare them for new roles in the
organization. He also put forward that implementing the right human resource practices to
increase organizational performance requires an integrative approach, because they have to
be aligned horizontally with all human resource processes and aligned vertically with the
organizational goals. Obtaining horizontal fit of the human resource performance practices
with all the other HR policies would improve the efficiency of employees, increase the
adaptability of the organization and facilitate the knowledge creation and transfer processes.

Ovidiu Lliuta Dobre (2012). The impact of human resource management on organizational
performance, Management research and practice, Vol. 4, Issue 4, pp. 37-46.

Hrp-op-n1
Sohel Ahmed and Roger G. Schroeder (2002) examined the impact of 7 human resource
management practices proposed by Pfeffer (1998, pp.96) in the context of country and
industry, focussing primarily on the effects of these practices on operations through the
organizational commitment as mediating variable. The data collected from plants operating in
4 countries (Germany, Italy, Japan and USA) and 3 major industries of the world (North
America, Asia and Europe) selected based on literature reviews. The human resource
practices proposed by Pfeffer are employment security, selective hiring, self-managed teams
and decentralization of decision making as the basic principles of organizational design,
comparatively high compensation contingent on organizational performance, extensive
training, reduced status distinctions and barriers, including dress, language, office
arrangements, and wage differences across levels and extensive sharing of financial and
performance information throughout the organization. The study concluded that differences
in HRM practices exist in plants operating in different countries. The study also provided the
general directions for managers to achieve better operational performance through HRM
systems integration in cross-country and /or cross-industry mergers or acquisitions. It is
found that 7 human resource management practices had a significant and positive impact on
organizational performance which also assists the managers in designing HRM systems at the
plant level to gain superior performance.

Sohel Ahmed and Roger G. Schroeder (2002), The impact of human resource management
practices on operational performance: recognizing country and industry differences, Journal
of operations management, Vol. 21, pp. 19-43.



Hrp-smp
Jonathan William Omolo, Dr. Moses N. Oginda and Dr. Wilson A. Otengah (2013) examined
the influence of human resource management practices such as recruitment and selection,
training and development, performance appraisal, employee voice and compensation
individually and collectively on the performance of 260 Small and Medium Enterprises in
Kisumu Municipality, Kenya. The study found that overall performance of SMEs in Kisumu
Municipality is 60.71%, and that recruitment and selection; training and development and
performance appraisal are the significant predictors or determinants of performance. But
employee voice and compensation are not significant predictors of performance. The overall
results of the concluded that HRM practices have a significant influence on performance of
SMEs and also suggested that better the HRM practice, the higher the performance of SMEs
in Kisumu Municipality, Kenya.

Omolo, J. W., Dr. Oginda, M. N. and Dr. Otengah, W. A. (2013), Influence of Human
Resource Management Practices on the Performance of Small and Medium Enterprises in
Kisumu Municipality, Kenya, International Journal of Business and Social Science, Vol. 4,
No. 1, pp. 130-136.

Hrwp-outcomes1
Annalisa Cristini, Tor Eriksson and Dario Pozzoli (2012) examined whether high-
performance work practices such as employees involvement in self-managed teams, job
rotation, quality circles, total quality management, benchmarking, project organization,
financial participation schemes and on the job training are frequently considered to have
positive effects on corporate performance in Denmark and also examined effect of
organizational changes towards workers in terms of wage, wage inequality and workforce
composition. The population consists of more than 50 employees working in private sector
firms in Denmark. The sample size consists of 46% of manufacturing sector, 10% of
construction sector, 32% of whole sale trade sector, 4% of transport sector and 8% of
financial sector. The study concluded that high-performance work practices had a positive
effect on corporate performance and also there is a positive effect of organizational changes
towards workers in terms of wage, wage inequality and workforce composition.

Cristini, A., Eriksson, T. and Pozzoli, D. (2012), High-Performance Management practices
on Employee Outcomes in Denmark, Discussion Paper Series, IZA DP No. 6984, pp. 1-41.

Jd-ep
MAM. Hussain Ali and MACF. Aroosiya (2010) investigated the impact of job design (skill
variety, task identity, task significance, autonomy and feedback) on employees performance
with 103 teachers in 5 schools of Kalmunai Zone in Sri Lanka. The study concluded that
there is a significant and positive relationship between perceived level of job design and
perceived degree of employees performance in the schools which implied that a school
should adopt an effective task identity, autonomy and feedback in order to improve teachers
performance.

MAM. Hussain Ali and MACF. Aroosiya (2010), Impact of job design on employees
performance (with special reference to school teachers in the Kalmunai zone), ICBI,
University of Kelaniya, Srilanka.

Jd-ep-n2
Memoona Zareen, Kiran Razzaq and Bahaudin G. Mujtaba (2013) analyzed based on reviews
of public literatures the impact of job design (Job rotation, Job enrichment and Job
enlargement) on employee performance. Furthermore, this study proposed a new variable
known as psychological perception as an intermediating variable of employee to highlight
how employees behave towards a job design. The study found that the psychological
perception of an employee had a significant positive impact on the relationship of job design
and employee performance. Based on the reviews, the study suggested that well designed and
well defined job design leads to higher performance of employees. If the job aligned/designed
according to the behaviour of the employees and satisfies their psychological requirements
then they work effectively and efficiently in the organization.

Zareen, M., Razzaq, K. and Mujtaba, B. G. (2013), Job Design and Employee Performance:
the Moderating Role of Employee Psychological Perception, European Journal of Business
and Management, Vol. 5, No. 5, pp. 46-55.

We-ep
Dr. K. Chandrasekar (2011) analyzed impact of work place environment on organizational
performance with 285 employees working in one public sector organization, Karaikudi, and
to understand the performance level of employees due to work environment. The researcher
selected those work place factors (on the job behaviour) affecting employee performance
such as performance feedback, role congruity, goal setting, job aids, opportunity to apply,
mentoring/coaching, supervisor support, work place incentives and defined processes also
including environmental factors and physical factors for the study. The study concluded that
work place environment plays a vital role in motivating employees to perform their assigned
work. It is also found that the public sector organization were providing good work place
environment to their employees, which affect more on their work performance.

Dr. K. Chandrasekar (2011), Work place environment and its impact on organizational
performance in public sector organization, International Journal of enterprise computing and
business systems, Vol. 1, Issue 1, http://www.ijecbs.com.


Hrm-ewb-op

Karina van de Voorde (2009) examined the relationship between perception of human
resource management, climate, employee well-being (described with three dimensions:
health, happiness and relationship) and organizational performance with 171 branches of
financial service organizations at Netherlands. From the total of 14,477 employees the
response rate was 84.7 percent. The study covers 41 studies published from 1995 to 2008.
The results showed that the perceptions of HRM and climate could broadly divided two
groups. The first group showing strong support for aggregation is on social organizational
aspects: quality orientation, goal effectiveness orientation, customer service orientation, and
information sharing and leadership. The second group contains work-and job level-related
aspects: development and pay satisfaction, job security and pace and amount of work. This
group showed less support for aggregation. Based on the quality of the studies, it is
concluded that employee well-being in terms of happiness and relationships function as
mutual gain with performance. Health-related well-being, however, seems to function as
conflicting outcome with performance.
Karina van de Voorde (2009), HRM, Employee-Well being and Organizational
Performance: A balanced perspective, Tilburg University.

pa-ep-1

Bhagwat, Tanya A. (2006) examined the impact of performance appraisal on employee career
development and performance of consultants in a major technology consulting company
highly concentrated on metropolitan cities, US. The researcher also had undertaken the study
to determine whether the creation and implementation of a new performance appraisal would
improve employees perceptions of their performance and career management process within
the organization. The survey was conducted annually, and the years studied included 1993 to
2000. Employees constituted approximately 70% of the organizations base population over
those eight years. It was hypothesized that the new appraisal system would result in a general
upward trend in employees assessment of the new performance appraisals contribution to
their career management and performance improvement. Also, it was hypothesized that there
would be an attitudes and beliefs about skills utilization and career advancement within the
organization. The study concluded that employees at the firm perceived their career path
knowledge unimproved, their understanding of promotion criteria unimproved as a result of
the implementation. Employees did not indicate overall satisfaction with the implementation
and the employees belief about their skills and abilities utilization did not improve post
implementation.

Bhagwat, Tanya A. (2006), Performance appraisal impact on employee career development
and performance: A longitudinal study, Dissertation, University of North Texas.

Rewards
Serena Aktar, Muhammad Kamruzzaman Sachu and Md. Emran (2012) examined the
relationship between extrinsic rewards (basic pay and performance bonus) and intrinsic
rewards (recognition, learning opportunity, challenging work and career advancement) and
employee performance (in terms of effectiveness and efficiency) with 180 employees of 2
government commercial banks and 10 non-government commercial banks in Bangladesh.
The results of the study indicated that there is a significant relationship between all extrinsic
and intrinsic rewards and employee work performance. He also found that among all rewards
basic pay in extrinsic rewards and challenging work in intrinsic rewards had highly positive
impact on employee performance. Therefore the commercial banks in Bangladesh should
provide both extrinsic and intrinsic rewards to motivate employees to improve their
performance.
Serena Aktar, Muhammad Kamruzzaman Sachu and Md. Emran (2012), The impact of
Rewards on Employee Performance in Commercial Banks of Bangladesh: An Empirical
Study, Journal of Business and Management, Vol. 6, Issue 2, pp. 09-15.

Training-ep-n3
Benedicta Appiah (2010) examined the impact of training (Job training, Orientation training
and Career development training) on employee performance with 22 employees of HFC Bank
(Ghana) limited. The results revealed that HFC Bank had a significant impact on employee
performance. He also found that every employee no matter their educational background or
level within the company had benefited from the in house training program. However, this is
the only form of training that exists. The firm is therefore advised to ensure that the program
is consistently evaluated to ensure its compatibility with global changes and changes within
the banking industry. The possibility of other forms of training like external courses should
be considered to offer employees choice also allowing those who benefit from external
courses to contribute their knowledge and observations to the existing system in the bank.

Benedicta Appiah (2010), The impact of training on employee performance: A case study of
HFC Bank (Ghana) Limited, Dissertation, Ashesi University College, Ghana.

Training-ep-n1
Fakhar Ul Afaq, Rosman bin Md. Yusoff, Anwar Khan, Kamran Azam and Kassim
Thukiman (2011) examined the relationship between training courses and employee
performance at the Pearl Continental (PC) Hotel, Karachi. Specific training factors like age,
gender, experience, time spent on training and overall scores achieved in training
examinations was investigated regarding their impact on six performance dimensions such as
work safety, job preparedness, hotel hygiene, physical maintenance of rooms, interactions
with guests and preparation for serving customers in different ways. The study was conducted
in two phases with 55 randomly selected employees in the first phase and 45 randomly
selected employees in the second phase to have an in-depth analysis of training programme
with employees performance. The study found that there is a significant relationship
between training and employee performance; revealing that the employees who had taken
training were more capable in performing different task and vice versa. The skill and
competency level of employees are heavily dependent on the amount and type of training
they got in the organization.

Ul Afaq, F., Yusoff, R. M., Khan, A., Azam, K. and Thukiman, K. (2011), Employees
Training and Performance Relationship in Hospitality Sector: A case of Pearl Continental
Hotel, Karachi, Pakistan, International Review of Business Research Papers, Vol. 7, No. 3,
pp. 149-158.

Training-op-n1
Raja Abdul Ghafoor Khan, Furqan Ahmed Khan and Dr. Muhammad Aslam Khan (2011)
examined the impact of training and development (in terms of on the job training, training
design and delivery style) on organizational performance with 100 employees of different
organizations in Islamabad. The results of the study concluded that all the elements of
training and development such as on the job training, training design, and delivery style had a
significant positive effect on organizational performance.

Ghafoor Khan, R. A., Ahmed Khan, F. and Dr. Aslam Khan, M. (2011), Impact of Training
and Development on Organizational Performance, Global Journal of Management and
Business Research, Vol. 11, Issue 7, pp. 62-68.

Training-productivity
Rohan Singh and Madumita Mohanty (2012) compared and examined the effect of training
on employee productivity of industries from various sectors employing minimum 10000
employees like Automobile, Agricultural, Service (Insurance), Financial Services (Credit
Banks) and Luxury Items FMCGs (Branded Wall Paints). Based on the study, it is found that
productivity per employee has a direct relationship with training imparted in the employees
across sectors. The basic industries such as Automobile and Agriculture had a high degree of
relationship between training and productivity. The risky industries like Credit banks training
play a small part in the productivity of employees. In Luxury Items FMCGs (Branded Wall
Paints) training had a low effect on productivity. In service sector like insurance the training
effect on productivity is very low. Finally the study concluded that training had a effect on
productivity, but its low/ high effect depends on other dominant market forces in the
economy.

Singh, R. and Mohanty, M. (2012), Impact of Training on Employee Productivity: A
Comparative Study, Interscience Management Review, Vol. 2, Issue 2, pp. 87-92.
We-ep-n4

Ms. Bindu Anto Ollukkaran and Dr. Rupa Gunaseelan (2012) examined the impact of work
environment on employee performance and productivity with 100 employees of
manufacturing companies. The work environment factors included for the study are
interpersonal relationship, participative management, formulization and standardization,
training and development, monetary benefits, objectivity and rationality, scope for
advancement, supervision, employee welfare and safety and security. The study concluded
that all the factors relating to work place environment had a significant and positive effect on
employee morale, productivity and engagement of the employees in manufacturing
organizations.

Ms. Ollukkaran, B. A. and Dr. Gunaseelan, R. (2012), A study on the impact of work
environment on employee performance, Namex International Journal of Management
Research, Vol. 2, Issue 2, pp. 70-85.

Working c-n1
Emin Kahya (2007) examined the effect of job characteristics (physical efforts and job
grade), and working conditions (environmental conditions and hazards) in addition to
experience and education level on task performance and contextual performance with 154
employees in 18 teams at a medium-sized metal company producing various types of tractor
cabin, Turkey. The results revealed that there is a substantial relationship between employee
performance both job grade and environmental conditions. It also found that poor work place
conditions (physical efforts, environmental conditions ad hazards) resulted in decreasing
employee performance consisted of following organization rules, quality, cooperating with
co workers to solve task problems, concentrating the tasks, creativity and absenteeism.

Kahya, E. (2007), The effects of job characteristics and working conditions on job
performance, International Journal of Industrial Ergonomics, Vol. 37, pp. 515-523.