Abstract:
The objective of this study was to explore the impact of different Human Resource
Management (HRM) practices (i.e. recruitment and selection, training and
development, performance appraisal, career planning system, employee
participation and compensation system) on Perceived Organizational Performance
(POP) and Organizational Financial Performance. Another purpose was exploring
mediating role of Employee Performance (EP) between HRM practices and
Perceived Organizational Performance.
This research study is based on the universalistic perspective showing that a fixed
set of best practices can create surplus value in various business frameworks. The
Harvard model developed by Beer et al. (1984) guided initial process of domain
identification. The most relevant HRM domain recruitment and selection, training
and development, performance appraisal, career planning system, employee
participation, and compensation system followed by universalistic perspective has
been selected for the study.
Human Resource Professionals working in different companies of five industries
Banking, Insurance, Leasing, Modaraba and Investment were selected for data
collection. Primary data from 274 HRM professionals of 129 companies were
collected using questionnaire. Secondary data was collected from the published
financial reports of the companies listed with Karachi Stock Exchange (KSE) for
the period of five years starting from 2004 to 2008.
The demographic variables, Industry type, organizational life, no of employees,
gender, employee age, education and experience were used with the purpose to
find out control variables. The ANOVA identified two variables gender and
education significant. Therefore throughout the study these two were used as
control variables. For the analysis purpose statistical tools ANOVA, Correlation
and Regression were tested using Excel and SPSS. Results identified that all
human resource management practices were positively correlated with perceived
organizational performance and perceived employee performance, while none of
the HRM practice showed substantial contribution towards organizational
financial performance.
Correlation and beta values of HRM practices were significant with POP in the
banking industry. Recruitment and selection (β = .662, p < .001) followed by
employee participation (β = .516, p < .01) showed significance in the insurance, (β
= .343, p < .001) performance appraisal in the modaraba, and recruitment and
selection in the investment industry. Recruitment and selection, training and
development and the compensation system significantly contributed towards the
Marris Ratio in the modaraba industry. The compensation system in the insurance
industry, performance appraisal and compensation system in the leasing industry
xicontributed towards Tobin’s Q, employee participation in the banking industry,
career planning system and employee participation in the leasing industry and
compensation system in the modaraba industry contributed significantly towards
Return on Equity (ROE). Recruitment & selection and employee participation in
the banking industry, compensation system in the insurance industry and the
modaraba and training & development in the investment industries contributed
towards Return on Assets (ROA).
Employee performance has been tested as mediator between HRM practices and
POP. As per recommendations (Barron & Kenny, 1986) partial mediation of
employee performance has been proved between HRM practices and POP.
This study indicated that organizations using HRM practices effectively on a
wider scale generate higher performance. To survive and sustain for the future, it
is important that the financial sector companies should implement HRM practices
to boost employee performance and the organizational performance index (OPI).