International Journal of Management Sciences and Business Research, 2013 ISSN (2226-8235) Vol-3, Issue 2

HRM Practices and Employee Performance in Public Sector Organizations in Pakistan: An Empirical study

Author’s Details: (1)Muhammad Maqsood Khalid-PHD Scholar Superior University Lahore Pakistan
(2)
Chaudhry Abdul Rehman-Professor Business School, Superior University Lahore, Pakistan
(3)
Dr. Muhammad Ilyas-Assistant Professor Superior University Lahore Pakistan

Abstract Paper Type: Research Paper

Purpose
This paper undertakes the analysis of declining Introduction
performance in Pakistani public sector organizations.
The survey was conducted to examine the Governments in developing countries often perform
implementation of HR practices and determine their their major tasks poorly. They could become engines
relationship/impact with/on employees‘ performance for prosperity if they use their machinery in an
efficiency in organization. efficient manner. Public sector system of Pakistan
Design/Methodology/Approach derived its inheritance from British colonial system of
The present study is based on the idea that HR 18th century. Since it was carved from British India in
practices affect performance all the way to inculcate 1947, it could not incept its indigenous practices of
with modern HR practices for organizational managing people compatible with its conditions. In
performance. A questionnaire based on 27 items was Pakistan, the pace of adopting HRM practices is
adapted for data collection from 120 managers of extremely slow (Khilji, S. E., 2006). Even Islam
Lahore based eleven public organizations of Pakistan. enjoins upon its followers to learn knowledge and
Positivist school of thought was conceived for this apply it to generate new knowledge. According to the
study. Pearson correlation and regression tests were Holy Quran, man is the vicegerent of Almighty on
applied to test the hypotheses. earth just because of having knowledge. Man is
Findings supreme over other organisms. God enunciated in the
Perceptive measures give a clue of impact of HRM Holy Quran (2:30-33), ―When the Angels questioned
practices on individual and collective performance. Adam‘s suitability for representation; God cited
Public organizations do not reflect steady performance. Adam‘s knowledge to convince them.‖
There is a dearth of research tools to measure
effectiveness of HRM practices and their mutual
complementarities. Complementarities and their The Pakistani workforce shows heterogeneous outlook
effects ensure steady performance at individual and with urban and rural population divide, regional
collective level to get strategic objectives in the public disparities, and difference in level of education. In this
organizations of Pakistan. background, more comparative research studies are
Limitations and Future Research Directions needed to address gaps in the diverging workforce.
Research context was limited to Lahore based eleven The objective of tracking HR practices and their effect
public organizations because of limited access to these on employee performance was to examine that right
organizations. Future research may extend this to other person may get right amount of reward, and how
cities as well as to provinces to prove more effective. performance appraisal and compensation system affect
Practical Implications employee‘s commitment to perform. Inadequately
Public organizations should ensure a good degree of designed or badly managed appraisal systems will
employee participation in decision making within their remain unsuccessful in assessing the right attitude to
job sphere with a viable compensation plan. If attain right performance. Previous researches found
organizations in developing countries are desirous to this area effective for searching better work
get escalating performance from the employees, they environment. Moreover, HRM practices proved
should develop their indigenous HRM practices to empirically effective when executed in bundle
inculcate with modern HR practices. (Huselid, 1995). Effectiveness of cross contextual
Originality/Value generalizability and universality of HRM practices was
Declining performance is the visible gap in public confirmed to get sustainable performance for the
organizations of Pakistan due to lack of understanding organizations (Guest, 2001, 2001b).
of HRM practices. HRM practices and employees
performance is a black box area to investigate.
Keywords: Public organizations, HR practices,
Employee Performance, Efficiency, Pakistan

http://www.ijmsbr.com Page 69
 International Journal of Management Sciences and Business Research, 2013 ISSN (2226-8235) Vol-3, Issue 2

Conceptual Research Framework

HRM
Practices

Employee
Performance

Career Planning
Performance
Appraisal
Training
Compensation
Employee
Participation

The above model proposed that better employee performance (in terms of efficiency) can be achieved by applying the
proposed suite of HR practices i.e. career planning, training, performance appraisal, compensation and employees
participation in job related decisions in a coherent manner to result in the desired outcome.

Source: Author

Literature review performance (Armstrong, 1996, 2010). Mentoring

This study presumes that a set of HR practices such as human resources on the job or off the job is vital to
career planning, training, performance appraisal attain enhanced performance. In other words,
system, compensation program and employee ―attracting talented individuals and develop them into
participation are put in place in right context and human capital through the existing organization
content, employee performance will improve and channels of learning to share benefits (Kamoche and
organization be able to get its strategic objectives more Mueller, 1998, p. 1036). To spot which HRM practices
effectively than ever. Many researchers believe that a could be utilized to attain benchmark employee
set of HRM practices and matching policies are performance, a research conducted by Gupta and
difficult to configure, therefore could not bring desired Singhal, 1993 find the four dimensions such as human
organization performance (Delery & Doty, 1996; resource planning (to build mixed skill teams),
Katou & Budhwar, 2007). By combining newer adequate performance appraisal mechanism
managerial techniques such as resourcing, (evaluating performance, development of appraiser,
development, reward, & inter-relationship with the and appraise), reward system (Encouraging personnel
traditional training methods such as mentoring, to improve their performance, service efficiency and
coaching, lectures, conferences, films and case studies, promoting from inside), and career development
each method delivers an impact on organisation‘s (creating leadership style, delegating powers,

http://www.ijmsbr.com Page 70
 International Journal of Management Sciences and Business Research, 2013 ISSN (2226-8235) Vol-3, Issue 2
employees‘ education, training and development, know the cost incurred on HRM intervention and what
fulfilling employees‘ needs with organizational goals). benefits reaped from this investment (Ashraf M et al,
2012).
Employee Performance
It is widely believed that HR practices wherever To inculcate functional HR practices with strategic HR
practiced affected organizational performance practices affect performance all the way for
positively (Huselid, 1995; Liao, Toya, Lepak, & Hong, organizational performance (Wright & Snell, 1998). In
2009; Sun, Aryee, & Law, 2007) but literature is not this stream, new work processes evolved and
unable to tell how this presumption could be fulfilled individuals are valued for their KSAs. This
(Huselid, 1995). Different researchers found that environment helps to create desirable working
organizational performance can be achieved through conditions and employees like to adapt to these
employees‘ involvement. It is the employees‘ attitude conditions. This opportune environment urges the
that translated HRM policies and practices into explicit employee to show the desired organizational behavior
performance (Nishii, L. (2008); Ramsay, Scholarios, & by using their talent (Boxall, 1996). Researchers like
Harley, 2000). Employee once attained the title of high Delaney & Huselid, 1996; Delery, 1998 regard
performer, he is spirited with intrinsic motivation and synergy of ‗human capital‘ and ‗processes‘ inevitable
encouragement. Such highly spirited employees to augment organizational performance. Extraordinary
enhance organizational performance. That is why performance however, is hard to sustain without
while conducting research on HR; employees‘ management support (Khalid et al,. 2011).
perceptions are given weightage (Bowen & Ostroff,
2004; Nishii & Wright, 2008). The way, in which By far key inputs, this study looks for the current
organizations run HR management system, it reflects application and effects of traditional HR practices such
their strategy and contextual circumstances. as career planning, training, performance appraisal,
Organizations decide the pattern of their people compensation and employee participation on
management. This pattern tells about communication generating high performance at individual and
system of the organization to share information with organizational level in Pakistani public organizations.
their employees (Bretz & Judge, 1994). Every HR
system is not supposed to deliver the desired effects on Career Planning
employees until it is implemented in clear terms HR planning executed by HRM department bears a
(Legge, 1989). Role of line manager has proved strong connection with career planning of individuals
effective enough to implement the intended HR system (Gerhart, B,. 2005). Career planning serves as a tool to
and fix the problems and challenges confronting at the attract the employees and motivate them to perform for
time of implementation (Den Hartog, Boselie, & their individual and collective development (Wright, P.
Paauwe, 2004). According to the findings of Nishii, L., M., & Snell, S. A. 1998). This attraction urges
(2008), HR system will be considered practical that employees to perform (Locke, E. A., 1997). Career
proves result oriented when put into practice by the planning has proved its effectiveness and look beyond
managers successfully. There exists difference in the traditional boundaries extended around a job.
perceptions between managers and non-managers Individuals are interested to join those organizations
about the perceived effectiveness of HR practices that offer more opportunities to them (Gardner,
(Nishii, L., 2008). This missing link creates gap among Wright, & Moynihan, 2011). Equal opportunities are
managers and non-managers regarding perceived offered to employees regardless of gender, ethnicity,
effects of HR practices on employees‘ performance. nationality, caste, color or creed. Civil service in
This gap in perception lays the need for research on public sector of Pakistan offers a progressive career
seeking perceptive agreement on HR outcomes planning that makes this service attractive in Pakistan
between the two stakeholders (Nishii, L., 2008). (Khilji S. E,.2006). Career planning in non cadre jobs
Employees‘ perceptions mediate between HR practices is however, passive. This causes perceptive differences
and employee performance (Liao et al., 2009). As a between cadre and non cadre employees.
result of integrated HRM system and practices, fresh
management thought has emerged. HRM is moving Researchers foresee that a work system can work well
from evolution towards revolution to gain financial when employees have the requisite skill set to do a
viability and ultimately competitive advantage (Ashraf good job, and that system must provide them requisite
M.et al, 2011). Citizens of developing nations need career growth opportunities to contribute(William et
high back up for higher productivity in business at this al, 1996). Role of HR department is to provide
critical juncture of the human history. They should get strategic opportunities for successful development
rid of lethargic habits and adopt mature habits based through career planning (Snell, 1992). Career planning
on knowledge and skills learnt during life (Khalid et is viewed as a phenomenon that matches employee
al, 2011). In future Pakistani organizations need to profile of abilities and skills with target organization.

http://www.ijmsbr.com Page 71
 International Journal of Management Sciences and Business Research, 2013 ISSN (2226-8235) Vol-3, Issue 2
Therefore, career planning adopted by organizations until conduct and until sense of responsibility of
inspires the individuals to join the organization and employee are evaluated and addressed.
excel in performance. The above discussion leads to Today‘s dynamic corporate world, organizations need
develop and test the following hypothesis: ―adaptive performance‖ from their employees to
unveil the useful dimensions of performance (Cambell,
H1: Employee performance is significantly 1997). Gareth (2003) states that efficiency and
correlated to career planning in the organization. effectiveness of an organisational performance can be
measured the way managers utilize its resources to
Training attain organisational goals. Efficiency and
Training is regarded as best HRM practice by dint of effectiveness in an organization provide measurement
which desired change in employee performance can be of performance. Efficiency is the visible yardstick of
acquired (Huselid, M. A. 1995). Training is seen as a resource utilization to realize goals. Effectiveness
tool to enhance organizational performance by however, has the limitation of ascertaining the
augmenting efficiency and effectiveness of workforce suitability of the goals set by managers and the level of
(Cook, C. W., and Hunsaker, P.L. (2001). Insufficient achievement of these goals (Jones et al., 2005). In
training equipment and non-availability of skilled other words, employee efficiency and effectiveness
training staff cause low performance (Paauwe, J. show linkage with organisational performance.
(2004). Paul, A.K. and Anantharaman, R.N. (2003) A good performance management system should
highlighted that capacitated and sincere training manage to conduct measurement, evaluation and
management helps to improve job performance. Task development of performance beyond job analysis
orientation and team work foretell performance. (Welbourne, T.M and Andrews, A.O. 1996). A
Using the factual analysis, training intervention, job performance management System reports appraisal
rotation and feedback programs can be used to get findings in form of expected and actual performance of
collective intellectual performance (Harel, G.H. and employees. This kind of reporting augments
Tzafrir, S.S. (1999). According to the findings of a employees‘ motivation for performance (Mayer &
quasi- experimental study, effective orientation of Davis, 1999). Primarily performance appraisal system
organizational vision, mission, objectives to the new relates to employee performance and unveils different
employees leads to predict stirring performance at channels of improvement. The following hypothesis
individual and organizational level (Z, S., 2009). needs to be proved or rejected:
Selection of trainees for training is prerequisite for
training transfer which contributes to employee H3: Performance appraisal system significantly
performance. Training literature helps to formulate the affects employee performance.
following hypothesis to test empirically (Kirkpatrick,
1974). Compensation Programs
About Compensation given to the employees, the
H2: Training significantly impacts employee Prophet Muhammad (P.B.U.H.) said: ―Whosoever
performance. engages a worker on work should mention the wages
in advances‖. Job seekers can be short listed on the
Performance Appraisal System basis of their knowledge, skills and ability (KSA) in
Islam views performance appraisal as a virtuous the light of injunction of the Holy Quran (39:9).
activity to count reward against the effort rendered.
The Qur‘an declares (39:3-5):―Not an atoms weight or A good integration of performance management
less than that or greater escapes Him in the heavens or system and compensation system create employees‘
in the earth but it is in a clear record. That He may willingness to perform (Wright et al, 2003). In
reward those who believe and do good works. For developing countries, in the awake of socioeconomic
them are a provision and a rich provision.‖ plight, compensation factor aligns employee behavior
Performance is attained through extra role playing with organizational strategy (Singh, 2004). A research
done by the employees beyond the limitations of study found that performance appraisal data
assigned job duties. This kind of employee maintained over the years can enable managers to take
performance contributes to organization success that is decisions about the poor and moderate performers and
generalizable to other areas. When employees are support them for improvement in parallel with high
willing to play extra role, organization finds strategic performers and establish the compensation plans
success resultantly (Ahmad, S., & Schroeder, R. G. (Walton, R., 1985). Feedback system on such grounds
2003). The extra role playing relates to circumstantial can reinforce workplace environment. Feedback
background of the employees (Lado, A.A. and Wilson, directly acquired in an open public setting, better
M.C, 1993). The desired results cannot be achieved conveys employees‘ reaction about compensation
(Gould-Williams, J. (2003). A good and positive

http://www.ijmsbr.com Page 72
 International Journal of Management Sciences and Business Research, 2013 ISSN (2226-8235) Vol-3, Issue 2
feedback shows degree of efficacy of the respondents. care of their employees and their working conditions
In developing societies, majority of subordinate to develop desired attitude and behavior among
employees show moderate motivation with low self employees (Shoemaker et al., 2006). Role of HRM
efficacy and subsequently causes low and passive assumes critical importance in this context. The
performance. In summary, compensation serves as an following hypothesis needs to test in the light of above
incentive for employee performance. discussion:

H4: There is a significant relationship between H5: Employee participation in organizational

compensation programs and employee performance. activities affects employees‘ performance
significantly.
Employee Participation
Research Methodology
Employee contribution affects employee performance The present study is based on the idea that HR
optimistically (Locke, Alavi & Wagner, 1997) But it practices affect performance all the way to inculcate
depends upon his personal knowledge and exposure to with modern HR practices for organizational
professional life (Scully, Kirkpatrick & Locke, performance. A questionnaire based on 27 items was
1995).Wanberg and Banas (2000) found that taking adapted for data collection from 120 managers of
part in a procedural activity and receiving relevant Lahore based eleven public organizations of Pakistan.
information improved employee performance to Positivist school of thought was conceived for this
workplace transformation. In other words, HRM study. Rationale of method selected was based on
practices must not miss any employee while hunting philosophical realism (observation and numeric
best performers. A good HR practice must take care of measurement) about knowledge claims for this study.
average performer as well. Pearson correlation and regression tests were applied
to test the hypotheses.
Employee participation has important role in the work
processes in shaping work attitudes (Cawley, Keeping Data Collection and Method of Analysis
and Levy‘s 1998). A research conducted by Kirkman Sample selected randomly for this study was managers
and Rosen, 1999 found that team empowerment had of public organizations of Pakistan. Target sample was
significant correlation with performance and attitudes 120 personnel. A self-administered questionnaire
on workplace. Employee needs caring environment in having six sections was developed in the light of gap
the organization and CSR provides such environment. identified by relevant literature review. Variables
Corporate social responsibility has proved impacting selected for this study were to be tested in Pakistani
positively on HR practices and organizational environment to assess their reliability and validity.
performance (Baptiste, 2008). Organizations those Forms were retrieved back 100% duly filled.
show socially responsible attitude, focus to take better

Results
Table 1 Demographic Profile of Respondents
Characteristics Categories Frequency Percent
Female 35 29
Gender Male 85 71
Total 120 100.0
Intermediates 25 21
Qualification Graduates 55 46
Post Graduates 40 33
Total 120 100.0
Employment Status Regular 48 25
Contractual 54 27
Total 199 100.0

The study undertakes the demographics of respondents as 29% females and 71% males. Qualification wise, 21%
respondents were intermediate, 46% were graduates and 33% were post graduates. The employment status of
respondents was showing 25% employees regular and 27% was on contract basis.

Table 2 Correlation Matrix for Variables

http://www.ijmsbr.com Page 73
 International Journal of Management Sciences and Business Research, 2013 ISSN (2226-8235) Vol-3, Issue 2

1 2 3 4 5 6
1 EmpPfm 1
2 Careerplanning .641** 1
** **
3 Training .695 .632 1
**
4 Pfmappraisal .704 .704** .647 **
1
5 Compensate .696** .538** .569** .512 **
1
6 Empparticip .474** .369** .490** .361** .444 **
1
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

Pearson correlation for Employee Performance with Career Planning, Training, Compensation, Employee
participation, Performance Appraisal (r=-.641,.695,.696,.474,.704p<0.01) respectively show that there is a positive
relationship between Employee Performance and Career Planning, Training, Compensation, Employee participation,
Performance Appraisal. Correlation coefficient value corroborates moderate and strong relationship between variables
respectively. Training, Compensation, Employee participation, Performance appraisal (r=.632, .538, .369, .704,
p<0.01) show respectively positive relationship between Training, Compensation, Employee participation,
Performance appraisal. Correlation coefficient value confirms moderate and strong relationship between variables.
Pearson correlation for Training and Performance Appraisal, Compensation, Employee participation
(r=.647,.569,.490,p<0.01) show positive relationship between Training, Performance Appraisal, Compensation,
Employee participation. Correlation coefficient value proves moderate relationship between variables. Pearson
correlation for Performance Appraisal and Compensation, Employee participation (r=.512, .361, p<0.01) show
positive relationship between Performance Appraisal, Compensation, Employee participation. Correlation coefficient
value confirms moderate relationship between variables. Pearson correlation for Compensation and Employee
participation (r=.444, p<0.01) show positive relationship between Compensation, Employee participation. Correlation
coefficient value confirms moderate relationship between two variables. Correlation results show high association of
variables among each other and bear positive relationship. This indicates that HRM practices such as career planning,
training, performance appraisal, compensation and employee participation can result in improved performance.

Table 3 Regression Matrix for Variables

Model Unstandardized Coefficients Standardized T Sig.

Coefficients
B Std. Error Beta
(Constant) -.199 .292 -.682 .497
careerplanni
.062 .066 .074 .935 .352
ng
Training .206 .075 .217 2.757 .007
Pfmappraisal .252 .065 .310 3.903 .000
Compensate .481 .096 .340 5.006 .000
empparticip .102 .081 .078 1.263 .209
a. Dependent Variable: EmpPfm

In order to examine the effects of independent fit model. R2 value is 0.690 reflecting 69% variance in
variables such as Training, performance appraisal and employee performance as perceived by the proposed
compensation on employee performance as dependent model.
variable, a multiple regression analysis was carried
out. Data was tested through multiple linear regression Discussion/ Findings
and found the statistical values significant at .007, .001 Pakistan is a country with low GDP per capita income.
and .001 respectively. P values being less than 0.05 Organizations need employee performance. A
show statistical relationship between these values. common man of 3rd world country is interested in well-
Values of F test found in ANOVA table as p<0.001 defined career planning (CP), training and
indicating statistical significance and high goodness of development system, performance appraisal (PA), and

http://www.ijmsbr.com Page 74
 International Journal of Management Sciences and Business Research, 2013 ISSN (2226-8235) Vol-3, Issue 2
compensation program (Cp). Keeping in view of the HRM practices. As a result of outcome of this
socioeconomic context and literature review support, research, the HRM practices of the public
five HR practices i.e. CP, Training, PA, CP and organizations are likely to improve. Instead of
employee participation (EP) was selected. This study following traditional practices, the public
is based on the idea that HR practices in above organizations need to adopt scientifically approved
combination affects employee performance. measures such as to focus training, performance
appraisal and compensation practices to enhance the
Epistemological position in this study is positivism performance level. Alignment in HR practices support
with survey method as the strategy of inquiry. The performance which is beneficial for all stakeholders. A
study is cross sectional. Quantitative and descriptive suite of applications proposed by this study including
research was adopted because it explains the research adequate training programs, skill hunting performance
problem, sample characteristics, stance of the problem appraisal system, market oriented compensation
(Creswell, 2003). Perceptive and financial measures package should create an environment of sustained
prove more credible in research (Huselid, 1995). performance in public sector. Employee participation
Perceptive measures give a clue of impact of HRM and defined career planning are the areas to ponder.
practices on individual and collective performance.

Findings of this study addressed the gap of employee Limitations and Future Research Directions
performance. A combination of HR practices such as Research context was limited to Lahore based eleven
training, performance appraisal and compensation public organizations because of limited access to these
statistically regress each other at higher rates. organizations. Future research may extend this to other
However, career planning and employee participation cities as well as to provinces to prove more effective..
showed insignificant results. The findings imply that
integration and synthesis of effective training policy, References
performance appraisal system, and viable Ahmad, S. &. (2003). The impact of HRM practices on
compensation program constitute an effective set of operational performance: Recognizing country
HR practices can result in higher performance. The and industry differences. . Journal of
practices of career planning and employee Operations Management,
participation seem insignificant for this study in Ahmad, S. &. (2003). The impact of HRM practices on
building employee perceptions about employee operational performance: Recognizing country
performance and proved subjective by the data and industry differences. . Journal of
collected for the study. These results are in contrast to Operations Management, 21: 19-43.
the expectations. Analyses further lead to know that a Armstrong, M. (1996). A handbook of personnel
set of HRM practices such as training, performance management practice. London: Kogen Page.
appraisal, and compensation programs showed their Armstrong, M. (2010). “A handbook of Human
direct effect on employee performance. Relationship Resource Management Practice,” (11th ed.).
was found positive and significant. London: Kogan Page Limited.
Arthur, J. B. (1994). Effects of human resource
As per summary of the findings, effective bundle of systems on manufacturing performance and
HRM practices can unveil black box exists between turnover. Academy of Management Journal,
HRM practices and employees performance and lead 37, 670-687.
to a more effective employee performance which in Ashraf M, e. a. (2011). Mirror up to leadership and
turn affects employee perceptions about performance. Strategic Human Resource Management: An
The study remained successful in gaining the attention Exploratory Account. .
of public employees towards effectiveness of HRM InterdisciplinaryJournal of contemporary
practices in contrast to traditional management research in business Vol 2 No.10.
practices. Ashraf, M. M. (2011). ―The Seven Habits of Highly
Effective People; Powerful Lessons in
Conclusions Personal Change‖ by Stephen R. Covey at
Declining performance is the visible gap in public http://www.ajbms.org/issue.php?id=4 . Asian
organizations of Pakistan due to lack of understanding Journal of Business and Management Science
of HRM practices. HRM practices and employees Vol 1 No. 4.
performance is a black box (Boseli, Dietz and Boon, Banas, W. a. (2000). Predictors and outcomes of
2005) area to investigate. There is a dire need to openness to changes in a reorganizing
develop a mechanism for organizations to gain workplace. . Journal of Applied Psychology,
competitive advantage. Research study addressed to 85: , 132–142.
uncover the mechanism based on interrelated set of

http://www.ijmsbr.com Page 75
 International Journal of Management Sciences and Business Research, 2013 ISSN (2226-8235) Vol-3, Issue 2
Baptiste, N. (2008). ―The symbiotic relationship commitment. . Personnel Psychology, 64, 315-
between HRM practices and employee well- 350.
being: a corporate social responsibility Gareth, M. (2003). “Contemporary Management,” .
perspective‖, . The Ashgate Research New York: American: McGraw-Hill.
Companion to Corporate Social Gerhart, B. (2005). ‗Human resources and business
Responsibility, Ashg. performance: findings, unanswered questions,
Boseli, D. a. (2005). Commonalilties and contraditions and an alternative approach‘. . Management
in HRM and performance research. . Human Revue, Vol. 16, No. 2, pp.174–185.
Resource Management Journal15(3), 67-94. Gould-Williams, J. (2003). The importance of HR
Bowen, D. O. (2004). Understanding HRM-firm practices and workplace trust in achieving
performance linkages: The role of the superior performance: a study of public-sector
―strength‖ of the HRM system. . Academy of organizations. International Journal of Human
Mannagement Review 29 , 203-221. Resource Management, 14(1), 28-54.
Boxall, P. (1996). The strategic HRM debate and the Guest, D. E. (1999). Human resource management—
resource-based view of the firm. Human The worker‘s verdict. Human Resource
Resource Management Journal, 6(3), 59-75. Management Journal, , 9(3), 5-25.
Bretz, &. J. (1994). The role of human resource Guest, D. M. (2003). ‗Human resource management
systems in job applicant decision processes. and corporate performance in the UK‘. British
Journal of Management 20, 531-551. Journal of Industrial Relations, Vol. 41, No. 2,
Cambell. (1997). „Core Competency-based Strategy‟. pp.291–314.
International Thomson Business Press. Harel, G. a. (1999). The effect of human resource
Cawley, K. (1998). Participation in the performance management practices on the perceptions of
appraisal process and employee reactions: A organizational and market performance of the
meta-analytic review of field investigations. firm. Human Resource Management, 38, 185-
Journal of Applied Psychology, 83, 615-633. 200.
Combs, J. L.(2006). ‗How much do high-performance Highhouse, S. S. (1999). Effects of advertised human
work practices matter? A meta-analysis of resource management practices on attraction
their effects on organizational performance‘. of African–American applicants. . Personnel
Personal Psychology vol 59, No.3, 501-528. Psychology, 52:, 425–442.
Cook, C. W. (2001). “The Management and Huselid, M. A. (1995). The impact of human resource
Organization Behaviour,” (3rd ed.). New management practices on turnover,
York: McGraw-Hill. productivity, and corporate financial
creswell, J. (2003). Research design: Qualitative, performance. . Academy of Management
quantitative and mixed methods approaches. Journal, 38:, 635-672.
Thousand Oaks CA: SAGE. Jones, J. (2005). ―The determinants of training in
Delaney, J. T. (1996). The impact of human resource Australian manufacturing SMEs,‖ . Education
management practices on perceptions of and Training, 47(8/9), 605-615.
organizational performance. Academy of Kamoche, K. a. (1998). ―Human resource management
Management Journal, 39, 949-969. and the appropriation-learning perspective‖.
Delery, J. &. (1996). Modes of theorizing in strategic Human Relations, Vol. 51 No. 8, pp. 1033-60.
human resource management: test of Katou, A. &. (2007). The effect of human resource
universalistic, contingency and configurational management policies on organisational
performance predictions. Academy of performance in Greek manufacturing firms. .
Managment Journal 39 ,, 802-835. Thunderbird International Business Review,
Delery, J. E. (1998). Issues of fit in strategic human 49, 1-35.
resource management: Implications for Khalid, e. a. (2011). Assessing Impact of Management
research. Human Resource Management Support on Perceived Managerial Training
Review, 8 , 289-309. Effectiveness in Public Organizations of
Den Hartog, D. N. (2004). performance management: Pakistan. European Journal of Social
A model and research agenda. . Applied Sciences, 22 (1).
Pschycology:An International Review. 53 , Khalid,e. e. (2012). Proposing a Training Evaluation
556=669. Strategy to Ensure Training Transfer in Public
Gardner, W. M. (2011). The impact of motivation, Sector Organizations in Pakistan: An
empowerment, and skill enhancing practices exploratory Account. International Journal of
on aggregate voluntary turnover: The Human Resource Studies ISSN 2162-3058
mediating effect of collective affective 2012, Vol. 2, No. 1.

http://www.ijmsbr.com Page 76
 International Journal of Management Sciences and Business Research, 2013 ISSN (2226-8235) Vol-3, Issue 2
Khilji, S. (2002). ‗Modes of Convergence and Ramsay, H. S. (2000). Employees and high-
Divergence: An Integrative View of performance work systems: Testing inside the
Multinationals in Pakistan‘ . The International black box. British Journal of Industrial
Journal of Human Resource Management. Relations, 38:, 501-531.
Vol. 13 No. 2, pp. 232–53. Rosan, K. &. (1999). Beyond self-management:
Khilji, S. E. (2006). ''Intended' and 'implemented' Antecedents and consequences of team
HRM: the missing linchpin in strategic human empowerment. Academy of Management
resource management research'. The Journal, 42: , 58–74.
International. Journal of Human Resource Shoemaker, M. N. (2006). ―Human value
Management, Vol.17, No. 7, pp. 1171-1189. management. The influence of the
Kirkpatrick, D. (1994). Evaluating training programs contemporary developments of corporate
. (San Francisco): Berrett-Koehler). social responsibility and social capital on
Lado, A. a. (1993). ‗Human Resource Systems and HRM‖. Management Revue, Vol. 17 No. 4,,
Sustained Competitive advantage: a pp. 448-65.
competency-based perspective‘. Academy of Singh, K. (2004). Impact of HR practices on perceived
Management Review, 19, 699-727. firm performance in India. . Asia Pacific
Legge, K. ((1989)). Human resource management: a Journal of Human Resources. 42(3), pp. 301-
critical analysis, in New perspectives in 317.
human resource management. London: Storey, Singhal, G. a. (1993). ―Managing human resources for
J. (ed.). Routledge. innovation and creativity‖. . Research
Liao, H. T. ((2009)). Do they see eye to eye? Technology Management, Vol. 36 No. 3, pp.
Management and employee perspectives of 41-8.
high-performance work systems and influence Snell, S. A. (1992). Control theory in strategic human
processes on service quality. . Journal of resource management: The mediating effect of
Applied Psychology, 94: , 371-391. administrative information. . Academy of
Locke, E. A. (1997). Research in personnel and Management Journal, 35:, 292-327.
human resources management:. Greenwich: Snell, W. a. (1998). Toward a unifying framework for
CT: JAI Press. exploring fit and flexibility in strategic human
MacDuffie, J. P. (1995). Human resource bundles and resource management. Academy of
manufacturing performance: organizational Management Review, 23: , 756-772.
logic and flexible production systems in the Sun, L. Y. (2007). High-performance human resource
world auto industry. . Industrial and Labor practices, citizenship behavior, and
Relations Review, 48, 197–221. organizational performance: A relational
Meyer, J. a. (1997). Commitment in the workplace: perspective. . Academy of Management
Theory, research, and application,. Sage Journal, 50:, 558-577.
Publications, Inc. Walton, R. (1985). From control to commitment in the
Meyer, J. E. (2007). "Employee commitment and workplace. . Harvard Business Review 63(2),
support for an organizational change: Test of 77-84.
the three-component model in two cultures. . " Wright, N. &. (( 2008)). Employee attributions of the
. Journal of Occupational and Organizational ―why‖ of HR practices: Their effects on
Psychology 80(2), 185-211. employee attitudes and behaviors, and
Nishii, L. (2008). Variability within organizations: customer satisfaction. Personnel
Implications for strategic human resources Psychology,61:, 503-545.
management. In D. B. Smith (Ed.),. The Wright, P. a. (2003). „The human resource-firm
people make the place:. Dynamic linkages performance relationship: Methodological and
between individuals and organizations:, 225- theoretical challenges‟, A Guide To The
248. Human Impact Of Modern Working Practices.
Paauwe, J. (2004). HRM and performance : achieving London: John Wiley and Sons,.
long-term viability. Oxford: Oxford University Welbourne, T. a. (1996). ‗Predicting performance of
Press. initial public offerings: Should human
Paul, A. a. (2003). Impact of people management resource management be in the equation?‘. .
practices on organizational performance: Academy of Management Journal, 39, 891-
analysis of causal model, . International 919.
Journal of Human Resource Management, 14 Z, S. (2009). Managing Human Resources in the 21
(7), 1246-1266.
st Century. Available at http://www.bookboon.com. .21: 19-43.

http://www.ijmsbr.com Page 77