Human resource management practices and employee performance: The mediating role of self efficacy

• 第一著者: Mahmood, Shahid
• フォーマット: 学位論文
• 言語: 英語; 英語
• 出版事項: 2022
• 主題: HD58.9 Organizational Effectiveness.; HF5549-5549.5 Personnel Management. Employment
• オンライン･アクセス: https://etd.uum.edu.my/10652/1/permission%20to%20deposit-allow-embargo%2010%20months-s902148.pdf; https://etd.uum.edu.my/10652/2/s902148_01.pdf

Police performance has paramount importance not only to prevent crime and maintain law and order but also to improve the quality of life in local communities. Nevertheless, generally, police performance in developing countries remains subnormal and not fully exploited. Therefore, this study was undertaken to investigate the possible factors that could better explain police performance by investigating the effects of human resource management (HRM) practices (job rotation, compensation, career planning, performance appraisal, training and development) on employee performance (task, contextual and adaptive) of the police officers. Specifically, it also investigated the mediating role of self-efficacy on the relationship between HRM practices and employee performance. Social exchange theory (SET) and ability, motivation and opportunity theory (AMOT) were employed in this study to explain the possible relationship between the variables in the research model. A total of 273 officers of Punjab police in Pakistan, representing a response rate of 55%, participated in this study. Using cross-sectional survey design, data were collected via self-administered method. PLS-SEM was used to analyze the data and test the hypotheses. Path modelling results revealed that HRM practices predicted the three dimensions of employee performance differently. While training & development, compensation and performance appraisal were positively related to task performance, job rotation, compensation, performance appraisal, and training and development were found to have significant positive relationship with adaptive performance. However, compensation, and training and development had a significant influence on all three dimensions of employee performance (i.e., task, contextual and adaptive). Furthermore, the results indicated that self-efficacy partially mediated the relationship between HRM practices and employee performance. These results highlighted the underlying direct and indirect paths and detailed mechanisms through which HRM practices and self-efficacy affected employee performance. Finally, theoretical and practical implications, limitations and suggestions for future research were discussed.