Abstract
Article history: Received February 28, 2014 Received in revised format 19 March 2014 Accepted 20 March 2014 Available online March 26 2014 This paper presents an empirical investigation to study the effect of human resources management on employee performance in one of Iranian social security organizations. The proposed study designs a questionnaire for human resources management with 23 questions consists of five components including Beneficiary groups, Long-term achievements, Situational factors, Human resources achievements and human resources achievement for measuring human resources management figures. In addition, the study uses another questionnaire consists of 37 questions for measuring organizational performance. Cronbach alpha for human resources management and organizational performance are calculated as 0.885 and 0.873, respectively. Using Pearson correlation ratio as well as stepwise regression technique, the study detects a positive and meaningful relationship between human resources management and organizational performance.
Highlights
During the past few years, there have been several studies to learn more about the relationship between human resources management (HRM) and employee performance (Tyson, 1987; Delery, 1998; Wright, & McMahan, 1992; Basu, 2001; Martocchio & Joe, 2004; Mullins, 2007; Rezaei et al, 2011)
Truss and Gratton (1994) investigated conceptual issues related to strategic human resource management (SHRM) and explored some of the broader issues related to SHRM
This paper presents an empirical investigation to study the effect of human resources management on employee performance in one of Iranian social security organizations
Summary
During the past few years, there have been several studies to learn more about the relationship between human resources management (HRM) and employee performance (Tyson, 1987; Delery, 1998; Wright, & McMahan, 1992; Basu, 2001; Martocchio & Joe, 2004; Mullins, 2007; Rezaei et al, 2011). Buller and McEvoy (2012) identified important linkages between the firm's strategy, its human resources, and performance outcomes They first reviewed the relevant literature concentrating on the role of human resources in building competitive advantage. They presented a multi-level model describing how human resource management practices could effectively align organizational, group and individual factors with the organization's strategy. Truss and Gratton (1994) investigated conceptual issues related to strategic human resource management (SHRM) and explored some of the broader issues related to SHRM They highlighted the key variables and interrelationships, which are necessary in a model of SHRM, and presented a more detailed critical analysis of the contribution of the literature in each of these components. They highlighted the key variables and interrelationships, which are necessary in a model of SHRM, and presented a more detailed critical analysis of the contribution of the literature in each of these components. Rogers and Wright (1998) measured organizational performance in strategic human resource management by exploring issues with performance information markets
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