Abstract
Based on the Resource Based View (RBV) perspective, HRM practices are the best way of utilizing vital internal resources that influence performance in organization. Some scholars used individual practice while others used bundles. Despite these studies, however, previous studies have attempted to consider the influence of HRM practices on organizational performance. Some of the studies, have reported mixed findings; therefore, a moderating variable is suggested. This paper proposes ethical climates (EC) as potential moderator on the relationship between HRM practices and organizational performance to enhance the relationship. DOI: 10.5901/mjss.2016.v7n1p291
Highlights
According to Laitinen (2009) argued that performance is the ability of an object to produce results in a way of consistent with set system, in relation to a target
Even though a narrow meaning of organizational performance mainly focuses on efficiency- and Effectiveness-related matters, a comprehensive explanation covers, efficiency and effectiveness, equity, responsiveness, fairness, managerial expectations employee satisfaction, and the use of performance measurement and performance evaluation (Hijal-Moghrabi, Sabharwal, & Berman, 2015)
Several factors have been considered as factors influencing organizational performance, some of the factors are organizational learning (Aragón, Jiménez, & Valle, 2014; García-Morales, Jiménez-Barrionuevo, & Gutiérrez-Gutiérrez, 2012), market orientation (Carlos Pinho, Paula Rodrigues, & Dibb, 2014), organisational support (Randall, Cropanzano, Bormann, & Birjulin, 1999; Rhoades & Eisenberger, 2002), organisational politics (Ogbonna & Harris, 2000; Randall et al, 1999; Vigoda-Gadot & Kapun, 2005), organisational culture (Hartog & Verburg, 2004; Homburg & Pflesser, 2000; Scott, Mannion, Marshall, & Davies, 2003; Shahzad, Luqman, Khan, & Shabbir, 2012)
Summary
According to Laitinen (2009) argued that performance is the ability of an object to produce results in a way of consistent with set system, in relation to a target. Others considered HRM practices (Azhdar Karami, Samira Saheb, & Sarani, 2015; Karami, Sahebalzamani, & Sarabi, 2015; Khawaja, Azhar, & Arshad, 2014; Moideenkutty, Al-Lamki, & Sree Rama Murthy, 2011; Obi-Anike & Ekwe, 2014; Suthar, Chakravarthi, & Pradhan, 2014; Theriou & Chatzoglou, 2014; Trehan & Setia, 2014) among others. These studies help us to understand the factors influencing performance in organisation, literatures indicate that more attention should be paid to the HRM practices and performance more especially in public sector organisation. The first part is introduction,the second part is literature review, part three is research framework, part four is theoretical underpinning,while, part five is methodology which comprises,the study population; sample; and techniques for data analysis, and the final part is conclusion
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