The relationship between strategic human resource practices and job performance of Landscape Department, Kota Kinabalu City Hall
Due to rapid development, government particularly in local authority needs to increase, improve and maintain performance and consistently deliver high quality services to public demand. One of the factors that can improve government's performance is job performance where involve behavior and o...
Saved in:
| 主要作者: | |
|---|---|
| 格式: | Thesis |
| 語言: | English |
| 出版: |
2013
|
| 主題: | |
| 在線閱讀: | https://eprints.ums.edu.my/id/eprint/8956/1/mt0000000333.pdf |
| 標簽: |
添加標簽
沒有標簽, 成為第一個標記此記錄!
|
| 總結: | Due to rapid development, government particularly in local authority needs to increase, improve and maintain performance and consistently deliver high quality
services to public demand. One of the factors that can improve government's performance is job performance where involve behavior and outcomes of staffs that link to organization's performance. In order to ensure job performance implement effectively, strategic human resource (HR) practices are needed as a tool to achieve government's goals and objectives. This research focus on four
important areas of strategic practices which are training and development, compensation, career development and selective hiring. Meanwhile, job performance focuses on task performance and contextual performance. Thus, this
paper tries to examine whether strategic HR practices has a positive relationship between job performance in context of Landscape Department of Kota Kinabalu City Hall. Data were collected via questionnaires survey and distributed using quota sampling technique from 148 staffs of three section which are technical, operation and administration. The finding of this research indicates that strategic HR practices have shown partially supported relationship on job performance where selective hiring contributes high Significantly on task performance and contextual performance. However, training and development has shown negative relationship on task performance and contextual performance. A number of suggestions on managerial implication were proposed. |
|---|