Keywords : Employee job performance

Examining the Relationship between Aspects of Human Capital Management and Employee Job Performance: Mediating Role of Employee Engagement and Moderating Role of Perceived Organizational Support

Abel Gebremedhn Desta; Work Mekonnen Tadesse; Wubshet Bekalu Mulusew

International Journal of Organizational Leadership, 2022, Volume 11, Issue Special Issue 2022, Pages 64-86
DOI: 10.33844/ijol.2022.60340

This paper examined the effect of the selected aspects of human capital management on employee job performance and the mediating role of employee engagement. Likewise, this study tested the moderation role of perceived organizational support on the HCM-employee performance link. The research sample is the responses of 426 participants from twelve banking organizations operating in Addis Ababa, Ethiopia, utilizing the social exchange theory and the theory of the resource-based view. This paper is structured quantitatively, with stratified and simple random sampling techniques. The research model analysis method applies structural equation modeling with AMOS to test the hypothesized relationships.  The results showed that the Human Capital Management (HCM) practices, namely knowledge accessibility, learning capacity, workforce optimization, leadership practice, and career advancement, positively related to employee job performance. Moreover, the bias-corrected bootstrapping iteration revealed that employee engagement partially mediates this relationship between aspects of human capital management and employee job performance. The findings also show that perceived organizational support positively moderates the association between knowledge accessibility, learning capacity, leadership practice, career advancement, and employee job performance. Conversely, it has an insignificant moderation effect on the association between workforce optimization and employee job performance. Finally, the limitations and future research implications are discussed.

The Mediating Effect of Job Satisfaction on the Relationship of HR Practices and Employee Job Performance: Empirical Evidence from Higher Education Sector

Muhammad Asad khan; Rosman Md Yusoff; Altaf Hussain; Fadillah Binti Ismail

International Journal of Organizational Leadership, 2019, Volume 8, Issue 1, Pages 78-94
DOI: 10.33844/ijol.2019.60392

The aim of this research is to analyze the effect of human resource practices (HR) on employee job performance under the mediating effect of job satisfaction. A total of 300 faculty members from six public sector universities responded to the self-administered questionnaire. The findings come from both descriptive statistics and inferential statistics using cross-sectional data which was performed at the expediency of the scholar. Confirmatory factor analysis (CFA) was performed using structural equational modelling (SEM) to obtain the results of the study. This study has found that HR practices: recruitment and selection, training and development, performance appraisal and compensation have direct and significant effect on employee job performance through job satisfaction among the university faculty members. The impact of these HR practices has widely been studied and their importance has acknowledged. However, the number of studies addressing this issue in public-sector universities is extremely scarce. This study has addressed that gap. The findings of the study, if given serious note by the policy makers in the respective field, are expected to improve employee job performance. The study is expected to have enriched the body of knowledge on the mediating effect of job satisfaction on the relationship of HR practices and employee job performance in the target population and has validated past findings.