Keywords : Human Resource Management Practices


Factors of Human Resource Management Practices Affecting Organizational Performance

Saunah Zainon; Rina Fadhilah Ismai; Raja Adzrin Raja Ahmad; Roslina Mohamad Shafi; Faridah Najuna Misman; Sofwah Md Nawi; Juliana Mohamed Abdul Kadir

International Journal of Organizational Leadership, 2020, Volume 9, Issue 4, Pages 184-197
DOI: 10.33844/ijol.2020.60505

The purpose of this study is to examine factors of human resource management practices
affecting organizational performance. This study employed descriptive method in gathering,
analyzing, interpreting, and presenting the information. The descriptive research design helped
in identifying the strength of the relationship between factors of human resource management
practices affecting organizational performance. Questionnaires were distributed to employees
of Jakel Trading Company in Johor, Malaysia and of the total obtained, 139 responses were
usable and analyzed. Inferential statistics were also performed for data analysis and
presentation purposes. Correlations and frequencies were among the statistical measures used
in this study. Based on the findings, all three hypotheses formed at the beginning of the study
were supported. The results of multiple regression showed that staff training, performance
appraisal and rewards, as well as recognition are all significant factors of human resource
management practices affecting organizational performance. It was also found that staff
training and recognition do affect the organizational performance as a whole. This study
provides input to employers on how to reward and motivate their staff for better performance







A typology of human resource management practices in terms of their contribution to organizational performance

Ladislav Sojka

International Journal of Organizational Leadership, 2017, Volume 6, Issue 2, Pages 249-260
DOI: 10.33844/ijol.2017.60322

This paper describes the state of already carried out studies studying the relationship between human resource management practices and outputs of a company, in particular the financial and operational performance. The paper also introduces still unsolved problems like the lack of a typology of practices, not yet addressed problem of overlooking the level of individual practices, as well as the unresolved issue of a causal relationship between human resource management practices and performance. The current paper introduces a typology of human resources management practices and a typology of costs.