HRM practices, leadership styles and customer satisfaction: mediating role of employee performance

The primary purpose of this study is to investigate the effect of human resource management practices and leadership styles on customer satisfaction in the Palestinian insurance sector through the mediating role of employee performance. Empirical evidence to support the importance of customer satisf...

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Main Author:	Salahat, Mahmoud A. M.
Format:	Thesis
Language:	eng eng
Published:	2017
Subjects:	HF5549-5549.5 Personnel Management Employment
Online Access:	https://etd.uum.edu.my/7212/1/s95991_01.pdf https://etd.uum.edu.my/7212/2/s95991_02.pdf
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id	my-uum-etd.7212
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Abdul Majid, Abdul Halim
topic	HF5549-5549.5 Personnel Management Employment
spellingShingle	HF5549-5549.5 Personnel Management Employment Salahat, Mahmoud A. M. HRM practices, leadership styles and customer satisfaction: mediating role of employee performance
description	The primary purpose of this study is to investigate the effect of human resource management practices and leadership styles on customer satisfaction in the Palestinian insurance sector through the mediating role of employee performance. Empirical evidence to support the importance of customer satisfaction and what constitutes high levels of customer satisfaction is still lacking in the Palestinian context. This research framework, based on the resource-based view theory of the firm, aimed at finding out whether factors such as human resource management (HRM) practices, leadership styles, and employee performance have significant influences on customer satisfaction. Nine hypotheses, based on past research and underlying theory, were developed to test the relationships. The study sample was taken from employees of the insurance sector in Palestine, who have direct dealing with customers. The sample consisted of 358 participants selected through a systematic random process. Of the questionnaires posted, 269 were returned of which 258 were found usable, constituting a 72% response rate. The data was analyzed using the Partial Least Square (PLS). The findings indicated that HRM practices had an indirect relationship with customer satisfaction. Similarly, transactional leadership style and transformational leadership style showed indirect relationships with customer satisfaction. The findings also revealed that HRM practices and transactional leadership style and transformational leadership style had significant and positive relationships with employee performance. Finally, the results indicated that employee performance had a significant and positive relationship with customer satisfaction while also mediating the relationship between HRM practices and leadership styles respectively and customer satisfaction. The study concludes with discussions on theoretical and practical contributions, the study limitations, and suggestions for future research
format	Thesis
qualification_name	Ph.D.
qualification_level	Doctorate
author	Salahat, Mahmoud A. M.
author_facet	Salahat, Mahmoud A. M.
author_sort	Salahat, Mahmoud A. M.
title	HRM practices, leadership styles and customer satisfaction: mediating role of employee performance
title_short	HRM practices, leadership styles and customer satisfaction: mediating role of employee performance
title_full	HRM practices, leadership styles and customer satisfaction: mediating role of employee performance
title_fullStr	HRM practices, leadership styles and customer satisfaction: mediating role of employee performance
title_full_unstemmed	HRM practices, leadership styles and customer satisfaction: mediating role of employee performance
title_sort	hrm practices, leadership styles and customer satisfaction: mediating role of employee performance
granting_institution	Universiti Utara Malaysia
granting_department	School of Business Management
publishDate	2017
url	https://etd.uum.edu.my/7212/1/s95991_01.pdf https://etd.uum.edu.my/7212/2/s95991_02.pdf
_version_	1747828174375354368
spelling	my-uum-etd.72122021-08-18T06:46:28Z HRM practices, leadership styles and customer satisfaction: mediating role of employee performance 2017 Salahat, Mahmoud A. M. Abdul Majid, Abdul Halim School of Business Management School of Business Management HF5549-5549.5 Personnel Management. Employment The primary purpose of this study is to investigate the effect of human resource management practices and leadership styles on customer satisfaction in the Palestinian insurance sector through the mediating role of employee performance. Empirical evidence to support the importance of customer satisfaction and what constitutes high levels of customer satisfaction is still lacking in the Palestinian context. This research framework, based on the resource-based view theory of the firm, aimed at finding out whether factors such as human resource management (HRM) practices, leadership styles, and employee performance have significant influences on customer satisfaction. Nine hypotheses, based on past research and underlying theory, were developed to test the relationships. The study sample was taken from employees of the insurance sector in Palestine, who have direct dealing with customers. The sample consisted of 358 participants selected through a systematic random process. Of the questionnaires posted, 269 were returned of which 258 were found usable, constituting a 72% response rate. The data was analyzed using the Partial Least Square (PLS). The findings indicated that HRM practices had an indirect relationship with customer satisfaction. Similarly, transactional leadership style and transformational leadership style showed indirect relationships with customer satisfaction. The findings also revealed that HRM practices and transactional leadership style and transformational leadership style had significant and positive relationships with employee performance. Finally, the results indicated that employee performance had a significant and positive relationship with customer satisfaction while also mediating the relationship between HRM practices and leadership styles respectively and customer satisfaction. The study concludes with discussions on theoretical and practical contributions, the study limitations, and suggestions for future research 2017 Thesis https://etd.uum.edu.my/7212/ https://etd.uum.edu.my/7212/1/s95991_01.pdf text eng public https://etd.uum.edu.my/7212/2/s95991_02.pdf text eng public Ph.D. doctoral Universiti Utara Malaysia Aaker, D. A. (2008). Strategic market management (4th ed.). New York: John Wiley & Sons. Abbas, Q., & Yaqoob, S. (2009). Effect of leadership development on employee performance in Pakistan. Pakistan Economic and Social Review, 48(2), 269-292. Abbasi-Shavazi, M. J., & Jones, G. W. (2001). Socio-economic and demographic setting of Muslim populations. 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HRM practices, leadership styles and customer satisfaction: mediating role of employee performance

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