Performance Appraisal Research Articles

The Role of Recruitment and Selection on Organisational Performance: A Case of National Housing Corporation in Tanzania

This study examines the role of recruitment and selection practices on organisational performance at Tanzania's National Housing Corporation (NHC). Employing a descriptive research design, the study targeted all 76 employees at NHC headquarters across various departments, using census sampling to ensure comprehensive data collection and eliminate bias. Data were gathered through structured questionnaires with closed-ended questions measured on a five-point Likert scale. Analysis involved both descriptive statistics (percentages, frequency distributions, mean, and standard deviations) and inferential statistics (correlation) to examine relationships between independent variables (recruitment and selection, training and development, performance appraisal) and dependent variable (NHC's organisational performance). Findings reveal that recruitment and selection at NHC play a critical role on organisational performance. NHC has a well-communicated recruitment policy with high employee awareness and involvement. Internal advertising of new positions is common, supporting talent retention and growth opportunities. While job applicants generally receive adequate information, some inconsistencies exist. The recruitment process is perceived as transparent, though improvements are possible. NHC is seen as an equal-opportunity employer, but reinforcement is needed in some areas. Employees feel reasonably included in the selection process, which is merit-based with clearly defined criteria. Selected candidates generally fit well with the organisational culture. However, inclusiveness in selection could be enhanced. Recommendations include improving recruitment policy communication, increasing employee engagement, strengthening internal advertising, reinforcing equal opportunity practices, maintaining merit-based selection, ensuring cultural fit, and fostering trust and transparency. These suggestions aim to optimize recruitment and selection practices, thereby enhancing NHC's organizational performance and potentially benefiting other organizations.

The Impact of HRM Practices on Employee Performance: A Study on Readymade Garments Sector in Bangladesh

This study explores the impact of Human Resource Management (HRM) practices on employee performance in the Readymade Garments (RMG) sector of Bangladesh, employing qualitative data collection methods to gain in-depth insights. As the RMG sector plays a pivotal role in Bangladesh’s economy, understanding how HRM practices influence employee performance is essential for organizational growth and effectiveness. Data were collected through semi- structured interviews with HR managers, team leaders, and employees from various RMG firms, as well as focus group discussions. The research focused on key HRM practices including recruitment and selection, training and development, performance appraisal, compensation and benefits, and employee relations. These practices were examined to understand their perceived impact on employee performance, such as job satisfaction, productivity and motivation. The qualitative analysis reveals that effective recruitment and selection practices are crucial in aligning employee skills with job requirements, leading to higher performance levels. Comprehensive training programs are valued for enhancing skills and boosting confidence, which positively affects productivity. Transparent and fair performance appraisals are seen as motivating employees and fostering a sense of achievement. Competitive compensation and supportive employee relations contribute to job satisfaction and commitment, driving overall performance. The findings indicate that while HRM practices in the RMG sector are generally effective, there are areas for improvement. This research provides actionable insights for HR professionals and organizational leaders aiming to improve performance outcomes in the RMG sector.

The Relationship Between Performance Appraisal System and Employee Job Satisfaction in Higher Education Institutions in Palestine

The Performance Appraisal System (PAS) plays a key role in the overall success of an organization. An appropriate PAS can potentially increase employee Job Satisfaction (JS). This article aims to demonstrate the level of practices and characteristics of the PAS, characterize JS levels in the workplace, and understand the relationship between the PAS and JS in Palestine’s Higher Education Institutions (HEI). This article advocates to the Ministry of Higher Education to establish a Performance Appraisal (PA) model in all HEI that would meet their specific needs. It will also contribute to the development of HEI through facilitating improved services to students and society overall. Furthermore, the article identifies key factors contributing to the success of PAS in Palestine. Convenience sampling was utilized to study 370 HEI employees. A quantitative analysis was employed through SPSS that found a statistically significant relationship between PAS traits and employee JS. Clarity, trust, and fairness positively correlated with JS, whereas two-way communication correlated negatively. Substantial gender-based disparities in JS among the participants were also identified.

Using Stay Interviews as a Quality Improvement Tool for Healthcare Workforce Retention

Background and Objectives: The novel coronavirus of 2019 (Covid-19) pandemic exacerbated already persistent health care workforce issues—eg, overwhelming workloads, chronic understaffing, and burnout—associated with turnover intent and actual turnover. While turnover may be inevitable, strategies that help organizations anticipate and mitigate its impact require knowledge about how employees are experiencing their work (not just performing) on an ongoing basis. Unlike performance appraisals, “stay interviewsing” is a proactive management approach to assess the organizational and personal factors that influence current employees’ retention in their roles (ie, why they stay). We describe our process of developing and using a stay interview guide with current Women’s Health Patient-Aligned Care Teams (WH-PACT) employees and comment on the feasibility of conducting these interviews, their acceptability by participating employees, and their potential application to inform retention strategies in learning health systems (LHS) like the Veterans Health Administration (VA). Methods: We conducted 24 stay interviews with current WH-PACT employees, including women’s health primary care providers (WH-PCPs, n = 7), registered nurses (RNs, n = 6), licensed practical nurses (LPNs, n = 6), and medical support assistants (MSAs, n = 5) with established tenure (greater than 3 years for MSAs and LPNs, and greater than 5 years for RNs and WH-PCPs) at VA medical centers and community-based outpatient clinics. Using rapid qualitative analysis, we summarized interview transcripts for preliminary insights that describe the utility of stay interviews to collect feedback on clinician and non-clinician employees’ experiences of work in VA women’s health primary care. Results: The responses and feedback from our participants indicate that stay interviews are potentially feasible for LHS to use as a retention tool and are acceptable to employees for sharing their perspectives. Conclusion: We discuss who should conduct stay interviews and the potential ethical implications organizations must consider before conducting them.

The Illusion of Competence: A Qualitative Deep Dive into Workplace False Performance

This qualitative paper develops an understanding of False Performance as a negative form of workplace behaviour which has received scant attention. According to the quantitative literature, which measures False Performance using the Organisational Charlatan Scale (OCS), false performers are incompetent employees who deliberately portray themselves as better able to perform in a job role than they know themselves to be capable. In this study, False Performance was explored in United Kingdom public-sector organisations for the first time, using novel focus-group methodology and grounded theory. Eight focus groups (n = 51) were conducted to explore employees’ perceptions and experiences of False Performance, with a focus on job interviews and performance appraisals. Using NVivo for analysis, five categories emerged: Co-Worker Perceptions of False Performance in the Workplace, False Performance in Interview/Appraisal Settings, The Impact of Trust on the False Performer, The Effect of False Performance on Co-Worker Morale, and Preventing False Performance in the Workplace. The results support the literature review that False Performance is a new and negative addition to the taxonomies of job performance. Human resources (HR) managers are, therefore, urged to prevent and reduce False Performance via well-designed selection processes and performance appraisals, thereby improving co-worker trust amongst employees.

Negative performance feedback from algorithms or humans? effect of medical researchers’ algorithm aversion on scientific misconduct

Institutions are increasingly employing algorithms to provide performance feedback to individuals by tracking productivity, conducting performance appraisals, and developing improvement plans, compared to traditional human managers. However, this shift has provoked considerable debate over the effectiveness and fairness of algorithmic feedback. This study investigates the effects of negative performance feedback (NPF) on the attitudes, cognition and behavior of medical researchers, comparing NPF from algorithms versus humans. Two scenario-based experimental studies were conducted with a total sample of 660 medical researchers (algorithm group: N1 = 411; human group: N2 = 249). Study 1 analyzes the differences in scientific misconduct, moral disengagement, and algorithmic attitudes between the two sources of NPF. The findings reveal that NPF from algorithms shows higher levels of moral disengagement, scientific misconduct, and negative attitudes towards algorithms compared to NPF from humans. Study 2, grounded in trait activation theory, investigates how NPF from algorithms triggers individual’s egoism and algorithm aversion, potentially leading to moral disengagement and scientific misconduct. Results indicate that algorithm aversion triggers individuals’ egoism, and their interaction enhances moral disengagement, which in turn leads to increased scientific misconduct among researchers. This relationship is also moderated by algorithmic transparency. The study concludes that while algorithms can streamline performance evaluations, they pose significant risks to scientific misconduct of researchers if not properly designed. These findings extend our understanding of NPF by highlighting the emotional and cognitive challenges algorithms face in decision-making processes, while also underscoring the importance of balancing technological efficiency with moral considerations to promote a healthy research environment. Moreover, managerial implications include integrating human oversight in algorithmic NPF processes and enhancing transparency and fairness to mitigate negative impacts on medical researchers’ attitudes and behaviors.

Factors influencing the turnover intention for disease control and prevention workers in Northeast China: an empirical analysis based on logistic-ISM model.

This study aimed to determine the current turnover intention among workers at Centers for Disease Control and Prevention (CDCs) in Northeast China and to investigate the factors contributing to this phenomenon. The cross-sectional study was conducted in May 2023 across four northeastern provinces of China. The study included a total of 11,912 valid participants who were CDC workers selected using a stratified cluster sampling method. The study assessed demographics, turnover intention, work resources, work perceptions, and psychological support through online questionnaires. The binary logistic regression analysis identified the factors associated with turnover intention for CDC workers, while the Interpretative Structural Modelling (ISM) revealed the hierarchical relationship between the influencing factors. The study found that 28.8% of the respondents reported high turnover intention. The binary logistic regression suggested that the risk factors of turnover intention among employees included gender, age, education, and several work-related, organizational, and psychological factors. The work-related factors were daily working hours, job burnout, and role overload. The organizational factor was unit support for training, unit's infrastructure conditions, leadership style, remuneration package and performance appraisal and promotion system. The psychological support factors were family support, professional identity, and organizational commitment. The ISM analysis results showed that the primary factors influencing CDC workers' intention to leave were internally connected and grouped into four categories according to their level of impact: surface, transition, deep, and essential factors. Notably, the essential factors were professional identity and organizational commitment. Nearly one-third of the respondents expressed a strong desire to resign from their employment. Turnover intention among CDC workers was subject to diverse influences. Early identification, detection, and targeted multidisciplinary interventions should be introduced to address the array of factors that affect staff, with particular emphasis on boosting the professional identity and organizational commitment of CDC workers.

Impact of green human resource management on employees’ green behavior in hotels

The purpose of this study is to examine the influence of green human resource management (GHRM) on employees’ green behavior (EGB) in hotels in Vietnam. To fulfill social responsibility towards the environment, many organizations have been paying more attention to GHRM, thereby forming EGB. Especially in today's situation where global warming is increasing, “green” practices should be adopted by organizations, starting from the core of organizations—their human resources. The success of an organization's initiative to sustain environmental sustainability largely depends on promoting green behavior among employees. The study used a mixed method, incorporating qualitative feedback from previous studies, experts, and quantitative data from 556 employees working in hotels in Vietnam. Filtering was performed on the data to remove outliers and demonstrate statistical, confirmatory factor analysis, and structural equation modeling. The results show that GHRM activities such as green recruitment, green training and development, green job performance management and appraisal, and providing green compensation strongly influence EGB. Additionally, the study also indicates that EGB varies based on work experience and the type of hotel where they are employed. Hotels operating in the tourism industry have been paying more attention to GHRM, thereby forming EGB. In the tourism industry, hotels must ensure environmental protection goals more than ever. Developers and managers can utilize more development tactics to enhance GHRM and EGB.

Analysis Of The Effectiveness Of The Implementation Of E-Performance At The Office Of The Department Of Trade And Industry Of Gowa Regency

Performance appraisal is an important instrument in measuring the contribution of individuals and teams in achieving organizational goals. Digital transformation, including the implementation of e-performance, is an important strategy to optimize employee performance and improve organizational efficiency, especially in the context of local government. This research analyzes the implementation of e-performance at the Trade and Industry Office of Gowa Regency, as well as the factors that influence its success. Qualitative methods were used by taking samples of employees and leaders who mastered the e-performance system. The results show that the implementation of e-performance has improved compliance, smooth routines, and the expected impact in managing employee performance. Supporting factors include leadership awareness and commitment, adequate information technology infrastructure, and employee training. However, there is a lack of acceptance of the need for innovation as an inhibiting factor. Positive employee disposition towards change and management support in providing the necessary resources and guidance are key to successful implementation of e-performance.

A Conceptual Paper on Determinants of Employee Retention in Oman Context

High-quality human resource management increases workplace loyalty and boosts productivity in the public sector to unprecedented levels and encourage employees to keep retaining to the organization. Oman like other countries faces issues in retaining employees. This paper aims to develop a conceptual framework of the determinants of employee retention specific context of Oman. The methodology used for this paper is based on the comprehensive review of the current body of literature on determinants of employees retention in Oman context. The comprehensive literature analysis revealed that human resource practices such as career development, recruitment and selection, and performance appraisal systems are the primary factors that significantly determine employee retention in Oman's public sector. Moreover, based on the thorough literature review it was found the social exchange theory and resource based view the most theory used to discuss this issue. Further exploration of employee retention is needed to better comprehend this concept in other sectors such as tourism, banking and manufacturing industry in Oman. This paper proposes a basis for developing conceptual framework of determinants of employee retention in public sector in Oman context. This paper helps the public sector to become familiar with the determinants that could enhance employee retention in Oman context.

Pengaruh Penilaian Kinerja dan Manajemen Talenta terhadap Kinerja Pegawai Melalui Motivasi Kerja pada PT. Bank Negara Indonesia (Persero) Tbk Cabang Muara Bungo

This research is to describe performance assessment, talent management, work motivation and employee performance at PT. Bank Negara Indonesia (Persero) Tbk Muara Bungo Branch. From the tests carried out, it was found that work motivation was influenced by performance assessment and talent management by 0.698 or if the percentage was 69.8% while the rest was influenced by other variables. Employee performance in this case is also influenced by the performance assessment and talent management variables of 0.483 or if expressed as a percentage, it is 48.3%. From the results of hypothesis testing, it is known that talent management has no significant effect on employee performance at PT. Bank Negara Indonesia (Persero) Tbk Muara Bungo Branch with a p value of 0.281 or (0.281 > 0.05). This research concludes that performance assessment, talent management, work motivation and employee performance are in good and high condition. Apart from that, performance appraisal and talent management have a positive and significant effect on work motivation at PT. Bank Negara Indonesia (Persero) Tbk Muara Bungo Branch. Likewise, work motivation has a positive and significant influence on employee performance.

Nurses’ Views and Attitudes of the Performance Appraisal System Efficacy and Its Impact on Their Work Outcomes in a Tertiary Hospital

ABSTRACT Introduction Performance appraisal (PA) is essential for healthcare organizations. Highlighting the impact of the nursing PA system on nurses’ work outcomes has the potential to significantly improve the quality of patient care. Understanding and enhancing the performance appraisal system is key to achieving this goal. This study aimed to assess the efficacy of the nursing PA system and its effect on nurses’ work outcomes. It also compared the perceptions of PA among staff nurses (SNs), charge nurses (CNs), and head nurses (HNs), providing valuable insights into the dynamics of the nursing PA system. Method A cross-sectional, descriptive, and comparative design was adopted to assess the current nursing PA system. Results This study, which included 356 nurses, revealed significant differences in the perception of PA among nurses at all levels. The findings underscore the practical implications of the potential for more efficient use of PA to improve nurses’ performance. SNs and CNs showed significant gender-based differences in PA effectiveness (p = 0.006) and efficiency (p = 0.034). The participant’s age and years of nursing experience also had statistically significant effects on PA effectiveness (p = 0.006, p = 0.025, respectively). Conclusion This study’s findings underscore the significant impact of inappropriate PA systems, inefficient instruments, and unskilled evaluators on organizational commitment, job satisfaction, maintaining a committed nursing workforce, and high-quality healthcare. The study also highlights the importance of effective performance appraisal systems in healthcare organizations. However, the study also emphasizes the crucial role of a mutual understanding between the appraiser and the appraisee. This understanding is a key factor in enhancing the efficacy of PA, thereby emphasizing its importance in the appraisal process.

THE FUTURE OF ARTIFICIAL INTELLIGENCE (AI) IN THE WORKPLACE: OPPORTUNITIES AND CHALLENGES

In this study, my goal is to analyse the transformation of employer rights in the context of the application of artificial intelligence (AI). The introduction of AI technologies has a significant impact on the employers’ right to instruct, control and discipline, and also raises new data management challenges. My central theme is the growing role of automated decision-making, particularly in the areas of recruitment, selection and performance appraisal, which are also an important part of human resource management, a subset of employer rights. In the course of the above-designated research path, I attempt to answer questions that make the relevance of the topic indisputable: How can the transparency and legality of automated decision-making be ensured in the employment relationship? What data protection concerns arise in the application of AI? Due to the rise of AI technologies, examining these questions is of fundamental importance from the aspect of the protection of employee rights and interests.

Investigation the Influence of Job Satisfaction as a Mediating Factor in the Relationship Between Transformational Leadership, Knowledge, Knowledge Management, Work Environment and Employee Performance

Objective: This research aims to assess job satisfaction's mediating role between transformational leadership (TL), work environment (WE), knowledge management (KM) practices, and employee performance (EP) by investigating TL's and WE's impact on job satisfaction, and examining how job satisfaction mediates the relationships between TL, KM practices, and EP. Theoretical Framework: The theoretical framework examines key factors affecting employee performance and organizational success. It highlights task and contextual performance, environmental influences, and the role of performance appraisals. Effective human resource practices, knowledge management, and transformational leadership are essential for high performance. Job satisfaction, influenced by knowledge management and leadership, enhances organizational success. Method: This quantitative study investigates the relationships among transformational leadership (TL), work environment (WE), job satisfaction (JS), knowledge management (KM) practices, and employee performance (EP). Data from 411 Thai-speaking participants are analyzed using structural equation modeling (SEM). The study employs validated questionnaires, a 5-point Likert scale, and ADANCO software to assess model fit, reliability, and validity. Results: The sample predominantly comprised females (64.7%) and individuals with bachelor’s degrees (59.12%), with 31.87% employed in companies and 41.12% earning between 30,001 and 50,000 baht. Descriptive analysis revealed strong positive perceptions of KM, TL, WE, JS, and EP, with mean scores between 4.74 and 4.87, underscoring the focus on EP. Structural equation modeling (SEM) identified significant relationships between KM and JS (0.0277), TL and JS (0.0533), WE and JS (0.1720), and JS and EP (0.4721). JS emerged as a key mediator between KM, TL, and WE, accounting for substantial variance in both JS and EP, reflected by R² values of 0.0385 and 0.3283. Although the KM-JS and TL-JS relationships were relatively weak, JS significantly influenced EP. The study advocates for enhancing KM, TL, and WE to improve JS and EP, while recommending future research to investigate moderating factors, longitudinal designs, and cross-cultural contexts. Research Implications: The study reveals critical insights into job satisfaction (JS) as a mediator between transformational leadership (TL), knowledge management (KM), work environment (WE), and employee performance (EP): TL significantly influences KM and WE, while effective KM enhances EP. JS mediates the positive effects of TL, KM, and WE on EP, though moderate correlations suggest other influencing factors. The research emphasizes contextual nuances within Thai organizations, underscoring the complexity of these relationships and the need for further investigation to fully understand their organizational implications. Originality/Value: This study offers innovative insights into the interactions among Knowledge Management (KM), Transformational Leadership (TL), Work Environment (WE), Job Satisfaction (JS), and Employee Performance (EP) in Thai organizations. It identifies JS as a key mediator in the effects of KM, TL, and WE on EP, deepening the understanding of organizational dynamics. Moderate correlations between KM and JS, and TL and JS, suggest additional moderating factors. The pivotal role of JS in determining EP emphasizes the need for organizations to enhance JS to improve performance. The study's focus on Thai organizations highlights cultural and contextual influences, bridging local practices with broader theoretical frameworks. Further investigation is needed to fully understand these complex dynamics.

Optimalisasi Kinerja Karyawan: Hubungan Motivasi Kerja, Pembinaan Disiplin, dan Persepsi Atasan di Departemen Human Resource Pada PT. X

The decline in employee performance in terms of employee performance appraisal aspects of PT X company still has to be improved, especially in terms of processing time and conformity to standards in work, this is expected to increase if work motivation and discipline coaching are improved. The purpose of this study was to see respondents' responses about work motivation and employee discipline coaching on performance. The Human Resource Department of PT X is in good criteria. The sample used was 37 respondents and direct supervisors in the Human Resource Department. In the sampling technique, a saturated sampling method was used, and the data was analyzed using multiple linear regression. The results of this study indicate that work motivation does not have a positive effect on employee performance. However, employee discipline development has a positive effect on employee performance. Additionally, work motivation and discipline development simultaneously affect employee performance at PT. X.

The blind HR: Why do people leave managers not companies? A case of inconsistency in performance appraisal and performance outcome

Learning outcomes The learning outcomes are as follows: to benchmark and compare the theoretical models of the performance management and appraisal processes. (Questions 1 and 2) Remembering-in Bloom’s Taxonomy; to understand the importance of practicing fair performance appraisal process. (Question 4) Understanding-in Bloom’s Taxonomy; to analyze the implementation and effectiveness of 180-degree performance appraisal method and rating system prevalent in the IT Sector. (Question 1) Applying and Analyzing-in Bloom’s Taxonomy; to assess the impact of perceptual biases on human behavior and performance (Questions 2 and 3) Evaluating-in Bloom’s Taxonomy. Case overview/synopsis The case study entitled “Is HR Blind? Why do People Leave Managers Not Companies? A Case of Unfair Performance Appraisal and Biases” is a classic example of a flawed and biased performance appraisal process and perceptual biasness, which resulted in the loss of a valuable and talented resource in a leading Indian IT MNC. The present case had been based upon the real-life experience of an employee (i.e. Rahul Verma), who worked with the company from year 2010 to 2021. It was among the top ten IT MNCs employing about 0.1 million people. The objective of the case was to highlight real time issues existing with HR practices, mainly in IT sector organizations. For example, in the present case, do the HR seek proper justification from the manager before taking a harsh decision like forcibly asking an employee to sign a termination contract without looking at the contributions of his qualitative performance or even performance rating (refer to the transcript) for that matter? Was the job of the HR to only ensure how to fit in employees in the faulty bell curve system? Whether the performance appraisal system being followed at the company is adequately capable of identifying and recognizing the talent. Do the different functions really work cohesively and organically toward achieving the intended goals and objectives of the organization? Was this a failure of the manager in recognizing talent or something went wrong at the employee’s part? Was this a failure of the entire HR system or performance management process at the organization that was unable to filter out the capable and skilled resources out of the crowd? Was this a problem of organizational culture that put on stake its most critical resource – the human capital – by allowing the appraisers to evaluate them just because of the hierarchical structure, and not because they are not being competent enough to perform this most critical job objectively? Who ensures the appraiser is free from any kind of prejudice or bias and is capable of fairly assessing the talent resource? So, the present case was a deliberate attempt to throw out these burning questions to the practitioners and students to ponder upon. Does HR really follow the blind process merely acting on the feedback received from the different units of the organization? With the help of strong theoretical foundation and practical applications, the following objectives and questions have been framed to deliberate and propose the workable solutions for the benefits of the relevant stakeholders. Complexity academic level HR practitioners, HR managers, supervisors, senior management and HR students, IT heads, project managers. Supplementary material Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

An Examination of the Effectiveness of Various Performance Appraisal Objectives in the Indian Mining Industry

Mining plays a vital role in Indian industry. In the 1990s it accounted for around 3% of GDP, but now it is around 2%. The Indian state of Goa has a thriving mining industry as it has a billion tonnes of iron ore reserves. It exports around 30 million tonnes of iron ore per year. Mineral-based industries include the steel industry and heavy machinery industry. These industries also use minerals and metals as raw materials. Performance appraisal systems have become an important tool for companies to evaluate and maximize employee performance. The purpose of this study is to examine the effectiveness of performance appraisal systems. Performance appraisal has become increasingly part of a more strategic approach to integrating HR activities with company policies and is now regarded as a general term covering a range of activities through which companies attempt to evaluate their employees and develop their capabilities to improve performance and reward.

Human resources management practices and organisational performance in the Nepalese development banks: Insights from structural equation modelling

Purpose: Effective human resource management (HRM) practices are essential factors that provide organizations with a competitive edge and contribute to their overall performance. This study examines the impact of HRM practices, including recruitment and selection (RS), training and development (TD), compensation policies (CPs), and performance appraisal (PA), on the organizational performance (OP) of the Nepalese development banks (DBs). Design/methodology/approach: The study followed a causal-comparative research approach. It employed a structured questionnaire to gather the necessary data from 257 working representatives of the ten selected Nepalese DBs. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were used to examine the association between the variables and validate the study hypotheses. Findings: The HRM practices exhibit a significant and positive association with OP (β = 0.910; p < 0.05), indicating their influence on achieving organisational success. Such findings offer a pragmatic perspective for achieving HRM excellence and organisational effectiveness in the Nepalese DBs. Research constraints/implications: Analysis of cross-sectional data from development banks cannot be extrapolated to other sectors. This study emphasises the importance of compensation, performance measurement, hiring and selection, development, and training in improving OP, confirming and expanding prior findings. These insights may benefit policymakers, HR managers, and executives in enhancing HR operations by improving employee performance and business productivity.Originality/value: This study's unique contribution is its examination of HRM dynamics and their direct impact on OP, notably in the Nepalese DBs. The DBs may optimise their HR, enhancing OP and a long-lasting competitive advantage.

Ethical Dilemmas in African Human Resource Management: A Literature Review

In the African context, the management of human resources (HR) involves the navigation of intricate ethical issues influenced by a myriad of social, cultural and economic factors. This study, based on systematic literature review, scrutinized ethical dilemmas in Human Resources Management in Africa. Specifically, the study assessed the areas within HR practices that are predisposed to unethical conduct and identified the core ethical issues prevalent in organizations, thereby giving rise to ethical dilemmas. The study utilized a systematic qualitative synthesis, employing the nomothetic-based content analysis, to scrutinize data extracted from 65 journal articles. The findings delineate two primary domains in which HR practices are susceptible to unethical conduct. The first is the management of core HR functions, such as recruitment, performance appraisal and remuneration, which are vulnerable to unethical practices like favoritism and corruption. The second domain involves balancing the often-conflicting interests of employers and employees. Four primary ethical issues emerged as significant sources of dilemmas: bribery and corruption, misconduct (physical, verbal, and sexual), nepotism and discrimination. These challenges suggest a pressing need for transparent, merit-based recruitment processes and regular ethics training HR professionals to navigate the complex landscape of organizational and employee interests. Implementing gender and diversity policies is crucial in addressing discrimination based on gender, ethnicity or disability. Additionally, establishing robust whistle-blowing mechanisms can enable employees to report unethical conduct confidentially, thereby strengthening organizational integrity and fostering a more inclusive professional environment. Comprehensive ethical frameworks will not only mitigate dilemmas but also enhance the overall credibility and effectiveness of HRM practices in the African context.

The relationship between community workers' occupational stress, social support and psychological health: an empirical study in Liaoning Province, China.

With increasing urbanization in China, the community has assumed the important task of social governance and service provision, which has resulted in an increase in community workers' occupational stress. To date, researchers have studied ways to improve community workers' working ability, but have paid less attention to their health, especially their psychological health. This study examined the relationship between occupational stress, social support and community workers' psychological health. A total of 545 community workers from 14 cities in Liaoning Province completed a questionnaire including the Occupational Adaptability Scale for Employees (OASE), the Social Support Rating Scale (SSRS) and the SCL-90-R scale (a measure of psychological health). Correlational and regression analyses were conducted. Community workers' occupational stress mainly derives from their workload, career development opportunities and performance appraisals. Participant's psychological health scores were significantly negatively correlated with occupational stress and significantly positively correlated with social support. Social support plays a moderating effect in the relationship between community workers' occupational stress and their psychological health. It is necessary to establish an effective community support system, reduce the burden on the community, optimize existing work processes and performance appraisal system, create a positive working environment and organizational culture, and promote employee's psychological health.