HRM practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity

HRM practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity

The main objective of this study was to empirically examine the influence of human resource management (HRM) practices (job rotation, training and development, compensation, job autonomy, communication and career planning) on the performance of Nigerian public sector employees. The study also explor...

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Main Author: Tabiu, Abubakar
Format: Thesis
Language:eng
eng
Published: 2016
Subjects:
HF5549-5549.5 Personnel Management
Employment
Online Access:https://etd.uum.edu.my/7184/1/s95433_01.pdf
https://etd.uum.edu.my/7184/2/s95433_02.pdf
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id my-uum-etd.7184
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Pangil, Faizuniah
Othman, Siti Zubaidah
topic HF5549-5549.5 Personnel Management
Employment
spellingShingle HF5549-5549.5 Personnel Management
Employment
Tabiu, Abubakar
HRM practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity
description The main objective of this study was to empirically examine the influence of human resource management (HRM) practices (job rotation, training and development, compensation, job autonomy, communication and career planning) on the performance of Nigerian public sector employees. The study also explored the mediating role of self-efficacy, public service motivation and career opportunity on the relationship between HRM practices and employee performance. In addition, employee performance was measured in terms of task performance, contextual performance and adaptive performance. Using cross sectional survey method, data was collected from 265 employees of local governments in North Western region of Nigeria. The data collected was analyzed using Partial Least Square Structural Equation modeling. Findings indicated that the HRM practices predict the three dimensions of employee performance differently. It was revealed that five HRM practices (job rotation, training & development, compensation, job autonomy and career planning) had significant and positive influence on employee task performance, while four HRM practices (job rotation, job autonomy, communication and career planning) influences both contextual and adaptive performance. Furthermore, the results indicated that self-efficacy, PSM and career opportunity mediates the relationship between HRM practices and employee performance. Specifically, self-efficacy fully mediated the relationship between job rotation and employee task performance, and partially mediates relationship between job rotation and employee adaptive performance. PSM mediates the relationship between job autonomy, and compensation, and all three employee performance dimensions. Moreover, career opportunity mediates relationship between communication and employee task and contextual performance. In general, the findings supported that HRM practices had positive direct and indirect influence on employee task, contextual and adaptive performance. The findings suggested that management of public sector organizations can encourage higher performance among employees directly through effective HRM practices and indirectly by promoting high self-efficacy, PSM and career opportunity.
format Thesis
qualification_name Ph.D.
qualification_level Doctorate
author Tabiu, Abubakar
author_facet Tabiu, Abubakar
author_sort Tabiu, Abubakar
title HRM practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity
title_short HRM practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity
title_full HRM practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity
title_fullStr HRM practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity
title_full_unstemmed HRM practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity
title_sort hrm practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity
granting_institution Universiti Utara Malaysia
granting_department School of Business Management
publishDate 2016
url https://etd.uum.edu.my/7184/1/s95433_01.pdf
https://etd.uum.edu.my/7184/2/s95433_02.pdf
_version_ 1747828170404397056
spelling my-uum-etd.71842022-07-27T00:02:59Z HRM practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity 2016 Tabiu, Abubakar Pangil, Faizuniah Othman, Siti Zubaidah School of Business Management School of Business Management HF5549-5549.5 Personnel Management. Employment The main objective of this study was to empirically examine the influence of human resource management (HRM) practices (job rotation, training and development, compensation, job autonomy, communication and career planning) on the performance of Nigerian public sector employees. The study also explored the mediating role of self-efficacy, public service motivation and career opportunity on the relationship between HRM practices and employee performance. In addition, employee performance was measured in terms of task performance, contextual performance and adaptive performance. Using cross sectional survey method, data was collected from 265 employees of local governments in North Western region of Nigeria. The data collected was analyzed using Partial Least Square Structural Equation modeling. Findings indicated that the HRM practices predict the three dimensions of employee performance differently. It was revealed that five HRM practices (job rotation, training & development, compensation, job autonomy and career planning) had significant and positive influence on employee task performance, while four HRM practices (job rotation, job autonomy, communication and career planning) influences both contextual and adaptive performance. Furthermore, the results indicated that self-efficacy, PSM and career opportunity mediates the relationship between HRM practices and employee performance. Specifically, self-efficacy fully mediated the relationship between job rotation and employee task performance, and partially mediates relationship between job rotation and employee adaptive performance. PSM mediates the relationship between job autonomy, and compensation, and all three employee performance dimensions. Moreover, career opportunity mediates relationship between communication and employee task and contextual performance. In general, the findings supported that HRM practices had positive direct and indirect influence on employee task, contextual and adaptive performance. The findings suggested that management of public sector organizations can encourage higher performance among employees directly through effective HRM practices and indirectly by promoting high self-efficacy, PSM and career opportunity. 2016 Thesis https://etd.uum.edu.my/7184/ https://etd.uum.edu.my/7184/1/s95433_01.pdf text eng public https://etd.uum.edu.my/7184/2/s95433_02.pdf text eng public Ph.D. doctoral Universiti Utara Malaysia Abbas, Q., & Yaqoob, S. (2009). Effect of leadership development on employee performance in Pakistan. Pakistan Economic and Social Review, 47(2), 269-292. Abbass, I. M. (2012). Motivation and local government employees in Nigeria. European Scientific Journal, 8(18), 129-141. Abdul Hameed, M., Ramzan, M., Zubair, H. M. K., Ali, G., & Arslan, M. (2014). Impact of compensation on employee performance : Empirical evidence from banking sector of pakistan. International Journal of Business and Social Science, 5(2), 302-309. Abdulkadir, D. S., Isiaka, S. 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