An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator

Faiza Manzoor,Tamás Bányai,Mohammad Nurunnabi,Longbao Wei,Qazi Abdul Subhan

doi:10.3390/su11082263

Abstract

This study attempts to examine the role of sustainable Human Resource Management (HRM) practices on job performance and encompasses training as a moderator variable to further evaluate the association among HRM practices and employee’s job performance.The study seeks to measure the effect of selection, participation, and employee empowerment on job performance in the publicly owned universities of Pakistan. The descriptive survey research design was utilized for this study. The target population was the entire teaching staff of two publicly owned universities (namely “The University of Agriculture Peshawar” and “Hazara University Mansehra” Pakistan). By using a convenient sampling technique, 130 sample participants were selected from the target population. The reliability scales were tallied by using Cronbach’s Alpha. The findings of the study are gleaned by using regression to investigate the role of HRM practices in job performance and whether training moderated the association between HRM practices and employee performance. Through Statistical Package of Social Science (SPSS), Hayes process was used regarding the moderation effect of training between HRM practices and job performance. The main results of regression analysis validate that HRM practices, such as selection, participation, and employee empowerment, have a significant and positive effect on employee job performance. Specifically, the study suggests that training significantly moderates the effect of HRM practices on the performance of employees and that sustainability of HRM practices has a great impact on job performance. Based on the outcomes the study confirms that the proposed hypotheses are statistically significant. Furthermore, directions for future research are offered.

Highlights

Human Resource Management (HRM) is the act of managerial activities and responsibilities concerned with developing and maintaining a competent employee [1]
Three HRM practices, including selection, participation, and employee empowerment are used as predictor variables and training is used as a moderating variable
The purpose of the current study was to recognize the correlation between sustainable HRM practices, such as selection, participation, empowerment on job performance, and training as a moderator

Summary

Introduction

Human Resource Management (HRM) is the act of managerial activities and responsibilities concerned with developing and maintaining a competent employee [1]. HRM is concerned with the personnel in an organization and how they contribute to organizational efficiency and effectiveness. Senyucel [2] defined HRM as a “combination of people-cantered management practices that recognizes employees as assets and those that are geared to creating and maintaining a skillful and committed workforce for achieving organizational goals”. The HRM function of an organization concentrates on the management level. It consists of practices that help the organization to effectively manage employees during the different phases of the employment, including pre-hire, staffing, and post-hire. HRM practices directly affect employee motivation, their behavior, and skill improvement to boost organizational performance [3]

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