Using Analytical Hierarchy Process (AHP) for Developing a Performance Evaluation Model for A Human Resources Department in Private Sector in Saudi Arabia

Abstract

Evaluating human resource departments discovers weak areas and supports performance measurements and continuous quality improvement. However, most research concentrates on the development of models that primarily assess the performance of individual human resources rather than focusing on the evaluation of the entire department. This study aims to formulate a model for evaluating the performance of human resource departments in Saudi Arabia's private sector. The proposed model studies HR standards using five well-known quality awards excellence models. Exploratory Factor Analysis (EFA) was then used to discover the factor structure of this model and examine its internal reliability to identify the underlying relationships between the assessment model criteria (factors). A questionnaire was designed and distributed to middle and high management levels, such as section head positions and above, in different organizations in the private sector in Jeddah. The analytic hierarchy process (AHP) was used to quantify the weights of the assessment factors and subfactors. Human resource experts estimated the relative magnitudes of the factors and sub-factors through pairwise comparisons. The results identified six main factors and seventy-eight subfactors for evaluating human resources department performance in any private sector. The findings indicated that the most substantial weight, constituting nearly 50 of the entire modules, was assigned to Factor 2, denoting "Justice and Human Development" (44.746%). This was followed by Factor 5, related to "Job Performance Management" (18.945%), and Factor 6, about "Occupational Safety" (12.554%). The factor with the lowest weight was Factor 1, representing "Career Guidance and Counseling" (7.601%).