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A batch of research workers have found that HR Practices are positively linked with employee occupation satisfaction ( Weiss, 2006 ; Spector, 1997 ; Rose, 2001 ; Harpaz, 1990 ) . The purpose and chief focal point of these surveies have been developed states. The eyes did non turn towards developing states like Pakistan in a great trade. Ayan etal ( 2000 ) says that there is a batch of room for research in the field of HR Practices i.e Training and development, Rewards and Recognition in Pakistan.

The intent of this survey is to look into the relationship between HR Practices ( Training and development, Rewards, Recognition ) and Employee Job Satisfaction in Pakistan. These HR Practices are besides known as cardinal drivers of employee public presentation. Pakistan is one of those states where people working in the populace sector organisations are frequently non certain about the occupation satisfaction degree. The unsated employees of public sector organisations, when switch to private sector i.e MNE ‘s have been observed to be much more satisfied, there fore it is really of import for the directors to cognize which HR Practices maintain them satisfied and how much of import function preparation and development, wagess and acknowledgment have sing employee occupation satisfaction.

This survey can be really fruitful for HR Managers of Public sector organisations in Pakistan and they would acquire a really clear thought about the relationship of three of import HR Practices and employee occupation satisfaction and as a consequence can hold much more productive employees and a lessenings turn over rate in their organisations.

Literature Review

HR Practices

Human Resource Management refers to the policies and patterns involved in transporting out the human resource facets of direction including human resource planning, occupation analysis, enlisting, choice, compensation, public presentation assessment and preparation and development ( Dessler, 2007 ) . HRM is composed of policies, patterns and systems that influence behaviour, attitude and public presentation ( Noe, Hollenbeck, Gerhart, and Wright, 2007 ) . Six HR patterns selective hiring, compensation policy, wagess, acknowledgment, preparation and development and information sharing have been studied with relation to employee occupation satisfaction ( Vlachos, 2009 ) . The present survey examines the relationship between three HR Practices i.e preparation and development, wagess, acknowledgment and employee occupation satisfaction.

Job Satisfaction

Job satisfaction is merely how people feel about their occupations and different facets of their occupations ( Robbins, 1997 ) . It is the extent to which people like or dislike their occupations ( Spector, 1997 ) . Job satisfaction may be general attitude formed as a consequence of specific occupation factors, single features and workplace relationships ( Blum and Naylor, 1996 ) . Assorted factors such as an employee demands and desires, societal relationships, manner and quality of direction, occupation design, compensation, working conditions, perceived long scope chances, and perceived chances elsewhere are considered to be the determiners of occupation satisfaction ( Byars and Rue, 1997 ; Moorhead and Griffin, 1999 ) . Harmonizing to Robbins ( 1999 ) , a satisfied work force can increase organisational productiveness through less distraction caused by absenteeism or turnover, few incidences of destructive behaviour, and low medical costs.

Training and Development

Training is concentrating on repairing a specific issue ( Thomos Raney, 1999 ) . Training frequently answers the inquiry “ what happens if ” Development on the other manus takes a more planetary attack. Training is related with current public presentation and advancement of an employee while development is related with the future public presentation and advancement ( Phillip, 1994 ) . Training is anything offering offering larning experience ( Claire Belilos, 1997 ) . Training programmes increase the steadfast specificity of employee accomplishments, which, in bend additions employee productiveness and reduces occupation dissatisfaction that consequences in employee turnover ( Huselid, 1995 ) .

H1: Training and development is significantly and positively related with employee occupation satisfaction.

Recognition

Recognition is a procedure of giving an employee a certain bets within an organisation. This is a really important factor towards employee motive. Recognition shows how much grasp an employee receives from the organisation for his/her work. ( Flynn, 1998 ) argued that acknowledgment supports high liquors among employees, boosts up their morale and make a linkage between public presentation and motive of employees. The degree of motive and satisfaction additions when employee gets an unexpected addition in acknowledgment ( La Motta, 1995 ) . Recognition increases the degree of occupation satisfaction and satisfied employees are a valuable plus for any organisation ( Entwistle, 1997 ) . Tangible acknowledgment takes two signifiers, hard currency or value given as an award. Advocates of hard currency inducements say hard currency is easy to give, hard currency plans are easy to administrate and most employees prefer hard currency. Advocates of non-cash awards say hard currency is a hapless incentive, money is spent on mundane necessities, and it shortly becomes confused with salary or fillips ( Holmes, 1994 ) .

H2: Recognition is significantly and positively related with employee occupation satisfaction.

Wagess

Work wagess have been defined as “ possible beginnings of wagess to the worker ” ( Kalleberg, 1977 ) . It represents what the persons want to obtain from work or what they perceive. Previous research shows how occupation wagess are strong determiner of occupation satisfaction. For case, ( Gerald and Dorothee, 2004 ) and ( Clifford, 1985 ) found that wagess are significantly related to professionalism and occupation satisfaction. They supported the statement that occupation satisfaction for professionals is derived in portion from what professional perceives from occupation. Job satisfaction is influenced by occupation wagess ( Clifford, 1985 ) . Earlier research work posited that the occupation wagess includes the full work benefits. However on the other manus, the work of ( Kalleberg, 1997 ) , had raised inquiries about the mode in which work values affect occupation satisfaction. Actually Kalleberg distinguishes between work values and occupation wagess. Work values refer “ to general attitudes sing the significance that an single attaches to the work function ” ( Kalleberg, 1977 ) .

H3: Wagess are significantly and positively related to employee occupation satisfaction.

Theoretical Model of the Study

DEPENDANT VARIABLE

INDEPENDENT VARIABLES

Wagess

Recognition

Training and Development

Relationship of Variables / Mentions

Independent Variable

Dependent Variable

Mentions

Training & A ; Development

Job Satisfaction

( Thomas Raney,1999 ) ; ( Philip, 1994 ) ; ( Claire Belilos, 1997 ) ; ( Huselid, 1995 ) ; Decenzo,

Recognition

Job Satisfaction

( Flynn, 1998 ) ; ( La Motta, 1995 ) ; ( Entwistle, 1997 ) ; ( Holmes, 1994 ) ;

Wagess

Job Satisfaction

( Kalleberg, 1977 ) ; Gerald and Dorothee, 2004 ; Clifford, 1985 ;

Job Satisfaction ( Dependent Variable )

( Robbins, 1997 ) ; ( Spector, 1997 ) ; ( Blum and Naylor, 1996 ) ; ( Byars and Rue 1997 ) ; Moorhead and Griffin, 1999 ) ;

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