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

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 unde...

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Main Author:	Mahmood, Shahid
Format:	Thesis
Language:	eng eng
Published:	2022
Subjects:	HD58.9 Organizational Effectiveness.
Online Access:	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
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id	my-uum-etd.10652
record_format	uketd_dc
spelling	my-uum-etd.106522023-10-09T00:49:16Z Human resource management practices and employee performance: The mediating role of self efficacy 2022 Mahmood, Shahid Badlishah, Shahrizal College of Business (COB) College of Business HD58.9 Organizational Effectiveness. HF5549-5549.5 Personnel Management. Employment 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. 2022 Thesis https://etd.uum.edu.my/10652/ https://etd.uum.edu.my/10652/1/permission%20to%20deposit-allow-embargo%2010%20months-s902148.pdf text eng 2023-11-01 staffonly https://etd.uum.edu.my/10652/2/s902148_01.pdf text eng 2023-11-01 staffonly other doctoral Universiti Utara Malaysia
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Badlishah, Shahrizal
topic	HD58.9 Organizational Effectiveness. HD58.9 Organizational Effectiveness.
spellingShingle	HD58.9 Organizational Effectiveness. HD58.9 Organizational Effectiveness. Mahmood, Shahid Human resource management practices and employee performance: The mediating role of self efficacy
description	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.
format	Thesis
qualification_name	other
qualification_level	Doctorate
author	Mahmood, Shahid
author_facet	Mahmood, Shahid
author_sort	Mahmood, Shahid
title	Human resource management practices and employee performance: The mediating role of self efficacy
title_short	Human resource management practices and employee performance: The mediating role of self efficacy
title_full	Human resource management practices and employee performance: The mediating role of self efficacy
title_fullStr	Human resource management practices and employee performance: The mediating role of self efficacy
title_full_unstemmed	Human resource management practices and employee performance: The mediating role of self efficacy
title_sort	human resource management practices and employee performance: the mediating role of self efficacy
granting_institution	Universiti Utara Malaysia
granting_department	College of Business (COB)
publishDate	2022
url	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
_version_	1783729394526715904

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

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