The mediating effect of organizational commitment and moderating role of strategic implementation in the relationship between high performance work practices and organizational performance

The mediating effect of organizational commitment and moderating role of strategic implementation in the relationship between high performance work practices and organizational performance

Many studies on strategy and strategic human resource management have utilized resource-based view to explain the process through which organizations can gain sustainable competitive advantage and improve their performance. This viewpoint has overlooked the important role of managers in structuring,...

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Main Author: Muhammad, Ibrahim Garba
Format: Thesis
Language:eng
eng
Published: 2017
Subjects:
HD58.7 Organizational Behavior.
Online Access:https://etd.uum.edu.my/7136/1/s95938_01.pdf
https://etd.uum.edu.my/7136/2/s95938_02.pdf
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id my-uum-etd.7136
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Abdullah, Haim Hilman
Kaliappen, Narentheren
topic HD58.7 Organizational Behavior.
spellingShingle HD58.7 Organizational Behavior.
Muhammad, Ibrahim Garba
The mediating effect of organizational commitment and moderating role of strategic implementation in the relationship between high performance work practices and organizational performance
description Many studies on strategy and strategic human resource management have utilized resource-based view to explain the process through which organizations can gain sustainable competitive advantage and improve their performance. This viewpoint has overlooked the important role of managers in structuring, bundling and leveraging organizational resources to create superior value for owners and customers. However, there is still limited attention to how such role can be utilized to determine the performance of banks in Nigeria. Specifically, the study investigated the mediating role of organizational commitment and the moderating role of strategic implementation on the effect of high-performance work practices on the performance of Nigerian banks. The study employed a cross-sectional design to collect data from 400 participants using mail and personally administered questionnaires. A total of 258 usable questionnaires were retrieved to test five hypotheses. The results of Partial least square structural equation modelling analysis revealed that extensive training and development, recruitment and selection, organizational commitment, and strategic implementation had a direct and significant effect on bank performance in Nigeria. The study did not show a direct effect of job security, empowerment, compensation, and performance appraisal. Furthermore, the study demonstrated an indirect effect of extensive training and development, compensation, recruitment and selection and performance appraisal through the mediating role of organizational commitment. In line with scholarly suggestion for incorporating a moderator in the organizational level relationship between organizational commitment and organizational performance, this study confirmed the moderating role of strategic implementation. The study also contributes to the literature on how resource management model contributes to resource-based view by integrating the role of managers. Finally, the study addresses a call for a reflective-formative assessment of organizational performance as a multifaceted construct, discusses the implications and limitations, and suggests areas for future research.
format Thesis
qualification_name other
qualification_level Doctorate
author Muhammad, Ibrahim Garba
author_facet Muhammad, Ibrahim Garba
author_sort Muhammad, Ibrahim Garba
title The mediating effect of organizational commitment and moderating role of strategic implementation in the relationship between high performance work practices and organizational performance
title_short The mediating effect of organizational commitment and moderating role of strategic implementation in the relationship between high performance work practices and organizational performance
title_full The mediating effect of organizational commitment and moderating role of strategic implementation in the relationship between high performance work practices and organizational performance
title_fullStr The mediating effect of organizational commitment and moderating role of strategic implementation in the relationship between high performance work practices and organizational performance
title_full_unstemmed The mediating effect of organizational commitment and moderating role of strategic implementation in the relationship between high performance work practices and organizational performance
title_sort mediating effect of organizational commitment and moderating role of strategic implementation in the relationship between high performance work practices and organizational performance
granting_institution Universiti Utara Malaysia
granting_department School of Business Management
publishDate 2017
url https://etd.uum.edu.my/7136/1/s95938_01.pdf
https://etd.uum.edu.my/7136/2/s95938_02.pdf
_version_ 1747828159372328960
spelling my-uum-etd.71362021-05-10T06:55:57Z The mediating effect of organizational commitment and moderating role of strategic implementation in the relationship between high performance work practices and organizational performance 2017 Muhammad, Ibrahim Garba Abdullah, Haim Hilman Kaliappen, Narentheren School of Business Management School of Business Management HD58.7 Organizational Behavior. Many studies on strategy and strategic human resource management have utilized resource-based view to explain the process through which organizations can gain sustainable competitive advantage and improve their performance. This viewpoint has overlooked the important role of managers in structuring, bundling and leveraging organizational resources to create superior value for owners and customers. However, there is still limited attention to how such role can be utilized to determine the performance of banks in Nigeria. Specifically, the study investigated the mediating role of organizational commitment and the moderating role of strategic implementation on the effect of high-performance work practices on the performance of Nigerian banks. The study employed a cross-sectional design to collect data from 400 participants using mail and personally administered questionnaires. A total of 258 usable questionnaires were retrieved to test five hypotheses. The results of Partial least square structural equation modelling analysis revealed that extensive training and development, recruitment and selection, organizational commitment, and strategic implementation had a direct and significant effect on bank performance in Nigeria. The study did not show a direct effect of job security, empowerment, compensation, and performance appraisal. Furthermore, the study demonstrated an indirect effect of extensive training and development, compensation, recruitment and selection and performance appraisal through the mediating role of organizational commitment. In line with scholarly suggestion for incorporating a moderator in the organizational level relationship between organizational commitment and organizational performance, this study confirmed the moderating role of strategic implementation. The study also contributes to the literature on how resource management model contributes to resource-based view by integrating the role of managers. Finally, the study addresses a call for a reflective-formative assessment of organizational performance as a multifaceted construct, discusses the implications and limitations, and suggests areas for future research. 2017 Thesis https://etd.uum.edu.my/7136/ https://etd.uum.edu.my/7136/1/s95938_01.pdf text eng public https://etd.uum.edu.my/7136/2/s95938_02.pdf text eng public other doctoral Universiti Utara Malaysia Abd Aziz, M. I., & Abdullah, D. (2014). Finding the next “wave” in internationalization of higher education: focus on Malaysia. Asia Pacific Education Review, 15(3), 493–502. Abdul, D., Alias, F., Lim, D., Tat, H., Lee, J., & Hock, H. I. N. (n.d.). Group President & Chief Executive Officer. Abdullah, Z., Ahsan, N., & Alam, S. S. (2009). The Effect of Human Resource Management Practices on Business Performance among Private Companies in Malaysia. International Journal of Business and Management, 4(6), 65–72. Abegglen, J. C. (1958). 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