training & development and performance appraisal on employee performance with mediating role of HR outcomes and moderating role of Islamic Work Ethics in ...
HRM PRACTICES AND EMPLOYEE’S PERFORMANCE: MODERATING ROLE OF ISLAMIC WORK ETHICS AND MEDIATING ROLE OF HR OUTCOMES IN JUDICIARY OF PUNJAB, PAKISTAN
Muhammad Salman Chughtai MS150400720
A THESIS SUBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENTS FOR THE DEGREE OF MASTER OF SCIENCE IN BUSINESS ADMINISTRATION (HRM)
VIRTUAL UNIVERSITY OF PAKISTAN, LAHORE 2017
To,
The Controller of Examinations, Virtual University of Pakistan,
It is to certify that the contents and form of the thesis, submitted by Muhammad Salman Chughtai, MS150400720 have been found satisfactory and recommend that it be processed for the evaluation by the External Examiner(s) for the award of the degree.
SUPERVISOR:
Dr. Shazia Nauman
Co-Supervisor (If any)
_______________________
HOD
_______________________
DEDICATION
First to believe on ALLAH and then on myself. This research effort is dedicated to All Martyrs of 1947 Migration And to My Late grandfather “Muhammad Bashir Chughtai” Who always encouraged and supported me in his life for my education, My Sweet Mother “Mrs. Bashiran Bibi” For all of the sacrifices she made to see me here, And for loving and caring me so much affectionately as no one else does My Dear Father “Mr. Ibrahim Tariq Chughtai” Who always picked me up, motivated me and wished for my success. This thesis is also dedicated to My beloved Brother “Muhammad Hassaan Chughtai” My beloved Sisters “Memuna Khanum” & “Ayesha Khanum”
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ACKNOWLEDGEMENTS First of all Almighty ALLAH, The Most Beneficial , Graceful And Merciful, for being the source of my strength, apart from all the weakness and troubles, who enable me to learn, to realize the complications and to complete this thesis. The Holy Prophet MUHAMMAD (SAW), who is the guiding light to all mankind, teach his followers to seek knowledge from the cradle to the grave. I am thankful to my benevolent Supervisor, Dr. Shazia Nauman (Riphah International University, Lahore) who took the time to read the thesis and make the necessary criticisms, suggestions and corrections in the process of writing this thesis. Her great concentration, generous and experienced supervision at each phase and perpetual support throughout my research allowed me to achieve my goals. It has before me and, endless instructions all the time, and here I must say that it was impossible without their efforts, support and guidance to complete this work. I would like to express my gratitude to Hon’ble Chief Justice and Worthy Registrar of Lahore High Court, Lahore who give me permission to conduct this study on this Hon’ble Institute. Special gratefulness to Mr. Shahid Shafi (Staff Officer to Hon’ble Chief Justice) for his encouragement. Much appreciation is also being paid to my colleagues at the Lahore High Court (Principal seat and in its allied Benches-Rawalpindi, Multan and Bahawalpur) who took time off their hectic schedules to take part in this study. Secondly, a very special thanks goes out to the management of Lahore High Court (Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur) for their rapidity in answering to my questionnaire. I also wish to extend my special thanks to all my class-mates especially Miss Sumaira Liaqat Ali, Miss Iqra Jahangir, Miss Maryam Dilawar, Miss Shazia Rafique and Miss Najwa Adeel for their support, motivation and appreciation during the whole study. My hope is that the results of this study may be helpful to the Lahore High Court and the communities that they serve.
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TABLE OF CONTENTS DEDICATION................................................................................................................................ I ACKNOWLEDGEMENTS ........................................................................................................ II TABLE OF CONTENTS ........................................................................................................... III LIST OF TABLES ...................................................................................................................... IX LIST OF FIGURES ......................................................................................................................X LIST OF EQUATIONS ........................................................................................................... XIII LIST OF ABBREVIATIONS .................................................................................................. XII ABSTRACT .............................................................................................................................. XIII
SR. NO
CHAPTERS INTRODUCTION
1
PAGE NO. 1
1.1 Background
1
1.2 Problem Identification
7
1.3 Problem Statement
8
1.4 Research Question
9
1.5 Rationale of the Study
9
1.6 Objectives of the Study
10
1.6.1 General Objectives of the Study
10
1.6.2 Specific Objectives of the Study
10
1.7 Scope of the Study
11
1.8 Definition of the Terms
11
1.8.1 HRM Practices
11
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1.8.2 Recruitment & Selection
11
1.8.3 Training & Development
11
1.8.4 Performance Appraisal
12
1.8.5 Employee Performance
12
1.8.6 Islamic Work Ethics
12
1.8.7 Motivation
12
1.8.8 Competence
12
1.8.9 Role Clarity
12
1.9 Organization of the study
13
REVIEW OF LITERATURE
2
14
2.1 HRM Practices
14
2.1.1 Recruitment and Selection
15
2.1.2 Training & Development
16
2.1.3 Performance Appraisal
17
2.2 Employee Performance
18
2.3 Relationship between HRM Practices (IV) & Employee Performance (DV)
19
2.3.1 Recruitment & Selection and Employee Performance
19
2.3.2 Training and Development and Employee Performance
20
2.3.3 Performance Appraisal and Employee Performance
20
2.4 Islamic Work Ethic as Moderator
21
2.5 HRM Outcomes as a Mediator
22
2.5.1 Motivation
22
vi
2.5.2 Competence
23
2.5.3 Role Clarity
24
2.6 Relationship between Moderator, Mediator and IV&DV
25
2.6.1 IWE as Moderator between HRM Practices (IV) and Employee Performance (DV)
25
2.6.2 HR Outcomes as Mediator between HRM Practices (IV) and Employee Performance (DV)
25
2.7 Theoretical Framework
25
2.7.1 Research Model
27
2.7.2 Independent Variable
28
2.7.3 Dependent Variable
28
2.7.4 Mediator Variable
28
2.7.5 Moderator Variable
28
2.7.6 Demographic Variables
28
2.8 Hypothesis Development
29
METHODOLOGY
3
30
3.1 Conceptualization and Operationalization of Constructs
30
3.1.1 HRM Practices
30
3.1.2 Recruitment & Selection
30
3.1.3 Training & Development
31
3.1.4 Performance Appraisal
31
3.1.5 Employee Performance
31
3.1.6 Motivation
31
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3.1.7 Competence
32
3.1.8 Role Clarity
32
3.1.9 Islamic Work Ethics
32
3.2 Research Type
32
3.3 Philosophy of Research
33
3.4 Nature of Research Study
33
3.5 Population
33
3.5.1 Sample Frame
35
3.6 Sample Size
36
3.6.1 Sampling Technique
38
3.7 Data Collection Tool
38
3.7.1 Validity
38
3.7.2 Reliability
38
3.7.3 Questionnaire Composition
39
3.7.3.1 HRM Practices
40
3.7.3.1.1 Recruitment and Selection
40
3.7.3.1.2 Training and Development
40
3.7.3.1.3 Performance Appraisal
41
3.7.3.2 Employee Performance
41
3.7.3.2.1 Employee Performance
42
3.7.3.3 HR Outcomes
42
3.7.3.3.1 HR Outcomes
42
3.7.3.4 Islamic Work Ethics
43
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3.7.3.4.1 Islamic Work Ethics
43
3.7.4 Administration of Instruments
44
3.8 Data Analysis Techniques
44
3.8.1 Data Collection Methods
44
3.8.1.1 Primary Data
44
3.8.1.2 Secondary Data
45
3.9 Organizational Profile
45
3.9.1 Mission and Vision of Lahore High Court, Lahore
45
3.9.2 Objectives of Lahore High Court, Lahore
45
RESULTS
4
46
4.1 Demographic Variables (Staff)
46
4.1.1 Respondent’s Gender (Staff)
48
4.1.2 Respondent’s Age (Staff)
48
4.1.3 Respondent’s Level of Education (Staff)
48
4.1.4 Respondent’s Job Title (Staff)
48
4.1.5 Respondent’s Service Tenure (Staff)
49
4.1.6 Respondent’s Working Station (Staff)
49
4.2 Demographic Variables (Management)
49
4.2.1 Representation of Gender (Management)
51
4.2.2 Graphical Representation of Age (Management)
51
4.2.3 Graphical Representation of Level of Education (Management)
51
4.2.4 Graphical Representation of Job Title (Management)
51
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4.2.5 Graphical Representation of Service Tenure (Management)
51
4.2.6 Graphical Representation of Working Station
5
6
(Management)
51
4.3 Normality Test
52
4.4 Descriptive Statistics, Reliability and Correlations Analysis
53
4.5 Testing of Hypothesis
56
4.5.1 Regression Analysis
57
4.5.2 Hypothesis (IV&DV)
57
4.5.3 Hypothesis (IV, DV& Moderating Variable)
59
4.5.4 Hypothesis (IV, DV& Mediating Variable)
67
DISCUSSION
69
SUMMARY/CONCLUSION
77
6.1 Recommendations (Practical and Theoretical)
79
6.1.1 Practical Recommendations
79
6.1.2 Theoretical Recommendations
82
6.2 Limitations
82
6.2.1 Strength of Study
84
6.2.3 Future Research
84
REFERENCE
7
85
Appendix I: QUESTIONNAIRE FOR MANAGEMENT
98
Appendix II: QUESTIONNAIRE FOR STAFF
100
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LIST OF TABLES TABLE NO.
TITLE
PAGE NO.
1
Population (Management)
34
2
Population (Staff)
34
3
Sampling Frame (Staff)
35
4
Sampling Frame (Management)
36
5
Sample Size (Staff)
37
6
Sample Size (Management)
37
7
Demographics (Staff)
47
8
Demographics (Management)
50
9
Normality Test (Skewness and Kurtosis)
52
10
Descriptive Statistics, Reliability and Correlations Analysis
53
11
ANOVA (IV&DV)
57
12
Regression Coefficients (IV&DV)
58
13
Hayes Process Moderation (RS, EP & IWE)
59
14
Hayes Process Moderation (TD, EP & IWE)
62
15
Hayes Process Moderation (PA, EP & IWE)
64
16
Hayes Process Mediation (RS, HROC & EP)
67
17
Hayes Process Mediation (TD, HROC & EP)
67
18
Hayes Process Mediation (PA, HROC & EP)
68
19
Frequency of Gender (Staff)
110
20
Frequency of Age (Staff)
111
21
Frequency of Level of Education (Staff)
112
22
Frequency of Job Title (Staff)
113
23
Frequency of Service Tenure (Staff)
114
24
Frequency of Working Station (Staff)
115
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LIST OF FIGURES FIGURE NO.
TITLE
PAGE NO.
1
Research Model
27
2
Correlation Coefficient Size
55
3
Interactive effects of RS and IWE on Employee Performance
61
4
Interactive effects of TD and IWE on Employee Performance
63
5
Interactive effects of PA and IWE on Employee Performance
66
6
Hayes Moderation Analysis (RS, EP & IWE)
105
7
Hayes Moderation Analysis (TD, EP & IWE)
106
8
Hayes Moderation Analysis (PA, EP & IWE)
107
9
Hayes Mediation Analysis (RS, HROC & EP)
108
10
Hayes Mediation Analysis (TD, HROC & EP)
109
11
Hayes Mediation Analysis (PA, HROC & EP)
110
12
Bar Chart of Gender (Staff)
111
13
Bar Chart of Age (Staff)
112
14
Bar Chart Level of Education (Staff)
113
15
Bar Chart of Job Title (Staff)
114
16
Bar Chart of Service Tenure (Staff)
115
17
Bar Chart of Working Station (Staff)
116
18
Bar Chart of Gender (Management)
117
19
Bar Chart of Age (Management)
117
20
Bar Chart Level of Education (Management)
118
21
Bar Chart of Job Title (Management)
118
22
Bar Chart of Service Tenure (Management)
119
23
Bar Chart of Working Station (Management)
119
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LIST OF EQUATIONS EQUATION NO. 1
TITLE Sample Size Calculation
PAGE NO. 36
xiii
LIST OF ABBREVIATIONS HRM
HUMAN RESOURCE MANAGEMENT
RS
RECRUITMENT & SELECTION
TD
TRAINING & DEVELOPMENT
PA
PERFORMANCE APPRAISAL
EP
EMPLOYEE PERFORMANCE
HROC
HR OUTCOMES
IWE
ISLAMIC WORK ETHICS
HR
HUMAN RESOURCES
LHC
LAHORE HIGH COURT
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ABSTRACT The current aims of study is to examine the impact of HRM practices i.e recruitment & selection, training & development and performance appraisal on employee performance with mediating role of HR outcomes and moderating role of Islamic Work Ethics in Judiciary of Punjab, Pakistan. This study was carried on stratified sample of 193 (176 males and 17 females) staff members, study was quantitative in nature and primary data was collected through questionnaire from 193 staff members (Assistant, Senior Clerk, Junior Clerk) of Lahore High Court(Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur). Data was investigated by descriptive statistics, correlation, alpha, linear regression and Hayes process (for mediating and moderating variables) through SPSS. Result supported the conceptual model by showing significant impact of HRM practices on employee performance. Correlation, linear regression and Hayes process analysis were used to refine and increase the accuracy of three dimensions of independent variable HRM practices, one mediating variable HR outcomes, one moderating variable IWE conforming to their relationship and impact on dependent variable employee performance. Results demonstrates that recruitment & selection and training & development has negative impact on employee performance while performance appraisal has positive impact on employee performance. There is no mediation of HR outcomes (competence, motivation and role clarity) between HRM practices (recruitment & selection, training & development, performance appraisal) and employee performance. Moderation of IWE found on employee performance without the relationship of HRM practices (recruitment & selection, training & development and performance appraisal).The study provide recommendations that management of LHC can adopt a fair recruitment & selection procedure, provide off-the-job training and evaluate the performance of employees before and after the training which enables employees to contribute for the success of the organization meaningfully.
Key Words: Recruitment & Selection, Training & Development, Performance Appraisal, Employee Performance, Motivation, Competence, Role Clarity, Islamic Work Ethics,
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CHAPTER 1 INTRODUCTION 1.1 Background In the modern era, independent democratic state is established on three constitutional pillars, i.e. the executive, the legislature and the independent Judiciary. Role of Judicial system is very important for every independent democratic state in the world. Pakistan is an Islamic Republic state and Judiciary is the third pillar of state, which works for the basic rights of the people, enforces the law and interprets the statutory matters in the country. Judiciary acts as a defender of individual rights and serves as a watchman of rights and liberties of people of every state as well as in Pakistan. The Chief Justice (Lahore High Court, Lahore) as the Head of Judicial system in Punjab is charged with the responsibility for management, command of judicial system and aims to advocate the liberation of Judiciary in the province of Punjab. The Judiciary in Punjab is a structure of public service providing institution, which is in authority for the administration of courts and tribunals on day-to-day practices. In recent times, leaders of all kinds of public sector institutions, including the Judiciary and as well as Lahore High Court, Lahore started recognizing the role of staffs in the growth and success of their businesses. Role and functionality of the Judiciary is much important in a democratic nation state like Pakistan in the administration of justice. It has been realized that skilled, experienced and motivated employees make a momentous change in the organizations of public or private sectors. In the global perspective, most government organizations face competitive pressures to provide high-quality services to general public while improving efficiency. Ivancevich (2007), states that the effectiveness of public services in the provision of results / services has been a problem in the world and especially in the countries of the third world. Thus, governments around the world are undergoing major efforts to improve the effectiveness of public service. Many researchers have sought to define the relationship between HRM practices and employee performance in developed countries, but few have done so in developing countries, such as Pakistan. Beattie et al.(2013), even though emerging interest among HRM scholars in discussing about differences among the different forms of organizations, modern 1
HRM research does not explain the significant differences between private and public organizations. Effectiveness of administration is directly dependent on human resources; therefore, we need to improve our public sector institutions through modernizing and improving HR management system by building up talent of individuals and refining their performance. In the modern age of high competitive environment, performance of employees can be improved by improving HRM practices in both public and private organizations. According to Minbaeva (2005), HRM conducts a number of practices used by the organization to manage human resources, promote specific skills, create complex social relationships and create organizational knowledge to support competitive advantage. HRM practices in public sector institutions are much critical for the enhancement of government sector employee’s and institutional performance. Chuang et al.(2013), HRM structures have been familiar as one probable resource through which organizations can arouse effective knowledge activities. The long recognized belief was that working for government is so expressively different from functioning for other employers in private sector that it requires a special employment system, contribution a high level of job security and the assurance of a lifetime career. According to Fletcher and Williams (1996), employee performance means the relationship of “creating a shared vision of the function and purpose of the organization, helping every single employee to understand and recognize their part in contributing to them and in so doing to achieve and improve the employee performance of both individuals and the organizations”. Management of people in an organization is very important aspect because it is the people who plays an energetic role and add value in the success of any organization either public or private. At the individual level, investing in HR promotes the growth of knowledge, skills, enhance abilities, encourage development and growth of employees, which resulted to great performance of employee and it increased the output and efficiency of the institute. Employees are a vigorous resource for any organization; if they are satisfied with their work they can symbolize an important investment of that organization. According to Bratton and Gold (2003), HRM is “a strategic approach to managing employment relations which underlines that leveraging people’s capabilities is critical in attaining of competitive advantage”. Main purpose of pursuing HRM practices and their effects on employee performance was to scrutinize that the 2
right person may get right job and right reward, and how performance appraisal, training, recruitment and selection affect the employee’s performance and professional responsibilities for an organization. HRM practices differ from country to country, region to region according to their culture and norms. Internal and external factors that affect the HRM practices are also differ from one to another country and region. A good HRM practice system keeps an eye on the performance of employees and occupies them on the right work place and get competitive advantage and customer satisfaction. HRM practices supports a firm to improve the organizational performance in such areas like; competency, motivation and role clarity, which leads to improve workforce performance of that organization (Koch & McGrath, 1996). In modern times, public organizations also adopt HRM practices to improve the level of performance of their employees and provide better service to the people of the state. It is a fact that people have the opportunity to develop their talents and attain high level of education and technical skills are more dedicated to their work objectives and goals of the organization. HRM is a major influence on the revolution in the public sector and public sector organizations have a bureaucratic management model is governed by a pre-defined application rules and processes. Recruitment means search the candidates and encourage to do something to acquire job in organization and selection means choose the individuals, which are utmost, appropriate out of others, which are job attracted and qualified. According to Shen and Edwards (2004), recruiting is the process of completing the proposed work, number of positions and sufficient quality candidates, as well as to meet the expectations and requirements for organization and selection mean collects information about the candidates to determine who is suitable, and should be used on each post. The purposes of recruitment and selection, and choose to hire the employees that are most essential to the success of an organization. The overall goal of recruitment and selection within the organization is to determine the numbers and excellent employees that are necessary to meet the organization's strategic goals, at least for a fee (Ofori & Aryeetey, 2011). Role of HRM practices starts with the recruitment and selection of persons by an organization or institute. In contrast to the informal recruitment and selection process, the systematic selection process includes the recruitment process, the collection of information of suitable candidates, the assessment of each applicant's qualifications and the decision-making for employment of those suitable candidates (Gamage, 2014). It observes that employee’s performance is the vital activity 3
for the success of every organization either private or public. Programs for career planning, promotion, opportunity, motivation and enhancement of skills and competencies are the foremost activities, which can enhance the performance level in employees, which is the core requirement of every organization related to fulfillment of objectives. Sinha and Thaly (2013), noted that there are many approaches for employee recruitment (for example, employee referral, recruitment camps, advertising, recruitment / consultancy offices, jobs / portals, company websites) and many organizations will use a combination of these recruitment processes or to implement their general recruitment policy. In simple words training and development refers to the practice of coaching, mentoring, workshops, conferences, on the job training or other learning opportunities like self-guided reading and temporary assignment to employees, which motivate them to perform their functions of responsibility with best of their skills and abilities and according to the criteria, which established by the organization. Training is consistent with the business objectives of any business as it helps to minimize the gap between employee capabilities and goals (Karodia, Cowden & Kum, 2014). Training and development provide assistance to individuals to solve the problems effectively , helps to achieve and promote self-development, self-esteem and help employees cope with stress, tension and conflicts, people toward personal goals and also softens interaction skills (Sims, 1990).Training and development enhance the professional skills, abilities, competencies of an employee which bring about to professional development of an employee. Nel et al. (2004) point out that, as employees have been trained, their confidence in themselves can be more important than their predecessors and their value can be established for a long time. In the modern era, many of organizations investing in training and development of employees which leads to hard work of employee, proper application of their skills during performance process which caused to attainment of organizational goals and objectives. It is observe that the performance of employees is one of the utmost factors, which influence the performance of the organization. According to Jackson and Schuler (2000), training can be termed as an effort to improve superfluous skills needed today or in the future to increase the efficiency of employees. Insufficiency of HRM system, processes and functions impedes institutional and individual performance of every sector private or public. Employees low level of performance in public 4
sector organizations is due to unproductive activities such as deficiency of motivational rewards, nonexistence of training and development, deficiency of manpower planning, deficiency of good working environment, lack of career planning, lack of job evaluation, lack of process of recruitment and selection, lack of chances of ability enhancement and promotion opportunity. These all symptoms indicates about the ineffectiveness of HRM practices in public sector organizations especially in Pakistan. Performance appraisal has a direct and indirect impact on the employee's administrative efficiency, and performance feedback, usually conducted at least once a year, can help improve administrative processes (Collins & Clark, 2003). In other words, performance appraisal is a system through which an organization evaluates the performance of their employees and finds out that how employees perform their job and how can they make improvement in the performance, which turns into overall success of the organization. According to Dessler (2005), performance appraisal is a structure through which past and current performance of an employee evaluated according to the performance standards. Performance appraisal system provide information about the employee that how much employees met their goals, strength and weakness of employees and gap of performance form standard or planned to actual performance. As per Mackey and Johnson (2000), where performance evaluation develops performance, employee gratification can also deactivate the employees and leave a depraved impression on noble employees. Employees who get a good evaluation of their assessment are usually motivated to succeed and support their work. Encouraging feedback on the ratings provides the employee a sense of value and worth, specifically in the result of an increase in remunerations. Performance is the achievement of a set of designated accomplishments that are time-bound, with a result indicator that will measure the level of implementation of the assigned activity that can be measure only when the performance level have been reached (Shumen, 2009). IWEs have their roots in Islamic jurisprudence, and they anticipated that the religious philosophies of Muslims would be represented in their laws; these laws are stable and widespread and do not limit the number of personalities, professions or societies. Islam has its specific ethical structure, which advises methods and approaches to profession and work (Rice, 1999). IWE protects a broader spectrum of ethics as it covers all aspects of life that are set out in the Qur'an and the Sunnah. The ethics of Islam is mainly established on the Qur'an and the 5
teachings of the sermon of Prophet MUHAMMAD (PBUH) and companions of the Holy Prophet MUHAMMAD (PBUH) (Rizk, 2008). These inspirations to Islam regarding human resources in a strange situation for Pakistani public institutions based on the area of interest, which can be a lot of work. Relation of Islam and HRM practices also can be beneficial in public sector organization of Pakistan and especially in Judiciary of Punjab. According to Islamic perspective, judicial work is like worship if it can do by obeying the rules and regulations, which clearly defined in Islam’s teachings. According to Ali and Al-Owaihan (2008), IWE is a coordination that outlines and encourages the contribution and involvement of followers in the workplace. Islam teaches and instructs upon its followers to learn knowledge and apply that knowledge to generate new knowledge for the benefits of humans and the main qualification to become the representative of ALLAH (SWT) on earth is only to possess the knowledge as ALLAH (SAW) said in Holy Qur’an Verses (2:30-33). It is Islam where equality and justice of rights, the rights of enemies, labor and even the rights of all units in the universe guaranteed (Modudi, 2003). Employee motivation has become a key factor in determining the quality and quantity of services offered to the public and therefore, the low productivity of workers is an obstacle to the provision of services in many low-income countries (Songstad at al, 2012). This research study is based on quantitative research methodology by using primary and secondary source of data, survey method (close-ended questionnaire), and sample size from all level of employee of both gender participants of Lahore High Court (Principal Seat and its allied Benches-Rawalpindi, Multan and Bahawalpur). Previous research studies of HRM practices were prepared on public organizations with context to Pakistan and at international level, but slight research work had done on Judiciary as specific organization because the Judiciary in every country and in Pakistan has its role as an independent third arm of the state. Previous research work had done on HRM practices and employee performance in public sector organizations and as well as in Judiciary at small and specific geographical area or country at international level. However, the way of working and bureaucratic style of any public sector organizations differs from country to country and without the role of Judiciary the business of any independent state cannot run smoothly and peacefully.
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In this study, the researcher examine the effects of HRM practices (recruitment and selection, training and development and performance appraisal) on the employee’s performance also examining the mediating role of HR Outcomes (motivation, competence and role clarity) and moderating role of Islamic Work Ethics. I hope this research will give an insight of this public sector diminish the gaps of previous studies. 1.2 Problem Identification In Pakistan, we do not have several studies, which deal with public sector administrations and mostly speaking in the organizational behavior and HR management area, especially in relation to HRM practices and employee’s performance. There are numerous studies evaluating the impact of HRM practices in various industries of Pakaistan with specific field and as well as with specific geographical area of the country. Previous studies on impact of HRM practices conducted in Pakistan in Banking sector, Education sector, Industry sector, Public organizations, Medical institutions, Textile sector, Telecom sector, Public & Private Universities, Construction organizations and in Pharmacuitical sector with different variables like; Employee Engagement, Service Quality, Financial Performance, Organizational Success, Organizational Performance, Employee Performance, Career Success, Employee Retention and Emplyee Outcomes. Quresh et al. (2010), highlight the relationship between ‘HRM Practices’and the ‘financial performance of sheduled banks of Pakistan. Mehmood et al.(2014), verifies the effect of HR practices (reward, training, recruitment & selection) on employee performance of banking sector of Pakistan. Ilyas et al.(2016), assesses the effects of HRM practices (compensation, performance evaluation and promotion) on employee performance in private telecom sector organizations of Rawalpindi and Islamabad. Aleem et al.(2012), examines the relationship between HR practices (compensation, performance appraisal, employee relations, job security, promotion, employee participation and pension fund) and perceived employee performance with moderating role of satisfaction in the health sector of Pakistan. Bowra et al.(2012), examine the association between the employee perceived performance and HR practices (performance evaluation, compensation, and promotion practices) in the banking sector of Pakistan.
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However, there is scarcity of studies regarding HRM practices and its effects on employee’s performance in Pakistan's judicial system. Related to this topic of research, there is a lot of capacity in this area of study to understand this relationship properly. Therefore, this study is proposed to narrow down the gap of previous research. Judicial system of every country and especially of Pakistan makes a significant role and contribution to the economy, sustainability of democratic governance system of state and delivers the general justice services to the nation. The Judiciary works in Pakistan as public organization but has a separate and independent way of organizational working which differentiates it from other models of public organizations. In this study, the researcher examine the effects of HRM practices (recruitment and selection, training and development and performance appraisal) on the employee’s performance also examining the mediating role of HR Outcomes (motivation, competence and role clarity) and moderating role of IWE. 1.3 Problem Statement Human resources are the core strength of any organization of the world and the most important resources for the success of any organization; this source of success has no alternative and has a valuable and strategic position in any organization either public or private. For employees in a public or private department, to work on their extreme attempts to define the achievement of the department, is a prerequisite for management to implement strategies that provide an opportunity for employees to improve their skills, maintenance and compelling them to goals for the department. It is an observation of the facts that personnel, who have the opportunity to improve their ability to achieve a high level of education and skills, directed to high performance and can produce more effective and efficient results in accordance with the goals, objectives and vision of the organization. The existing justice system in Pakistan is hopelessly outdated, excruciatingly ineffective and flawed with inefficiency and it requires complete restructuring and modernization (Haq & Bukhari, 2013). Fair process of selection and recruitment, training, compensation and benefits; give the employees an environment conducive and safe work. Therefore, crucial question for today's leaders in public institutions is how to manage or organize their human resources effectively to improve the performance of their institutions in Pakistan means. Even after realizing that global 8
human resources were critical assets for institutional efficiency, did the same ideas do not fit for the personnel department or for the establishment of judicial system in Pakistan. The research therefore, seeks to determine HRM practices (recruitment and selection, training and development and performance appraisal) in the Judiciary of Punjab, especially in Lahore High Court and how these effects on employee performance and what a role played by Islamic Work Ethics as moderator and HR Outcomes (motivation, competence and role clarity) as mediator. 1.4 Research Question The main aim of this research study is to explore the effect of independent variable (HRM Practices) on dependent variable (Employee Performance) with the role of mediator (HR Outcomes) and moderator (Islamic Work Ethics) variables. The researcher intends to investigate the following: 1. What are HRM practices in the Lahore High Court? 2. What is the level of performance of employees of Lahore High Court? 3. What are the effects that HRM practices has on the performance of employees in Lahore High Court? 1.5 Rationale of the Study The Judiciary derives its independence from Section 175 of the Constitution of Islamic Republic of Pakistan 1973, which guarantees both financial and administrative independence of the institution at Provincial level of Judiciary (High Courts) and as well as at Federal level (Supreme Court). “The Judicial Service, which is the Public Service Institution, has set for itself to promote the smoother and competent administration of Justice to all manner of persons without fear or favor, friendliness or ill-will thereby creating an enabling atmosphere for respectable governance”. Employees have expected to demonstrate moral justice system exceptionally large values in order to maintain confidence in the judicial system. Unlike most of the employees in the judicial system denied the opportunity to improve their skills, low education, not updated with the practice of advanced tools and new knowledge, not dedicated to their work, unproductive and unskilled, which interfere negatively efficient and proficient justice. Therefore, first and leading reason these negative and unskilled administrative activities disruptions in 9
deciding cases and loss of public interest and confidence in the judiciary. This study, therefore, seeks to determine HRM practices (recruitment and selection, training and development and performance appraisal) in the Judiciary and how these effects on employee’s performance with mediating role of HR Outcomes (motivation, competence and role clarity) and moderating role of Islamic Work Ethics. In addition, we will also try to find out: ➢ What is the effect of HRM practices on the employee’s performance? ➢ Is there any association between HRM practices and employee’s performance? ➢ What is the role of IWE as moderator with relationship of HRM practices and employee’s performance? ➢ Is there any mediation role of HR Outcomes between HRM practices and employee’s performance? 1.6 Objectives of the Study The objectives of the study grouped into two sections. These are general objectives and specific objectives. 1.6.1 General Objectives of the Study The main objective of this study is to examine the relationship between HRM practices (recruitment & selection, training & development and performance appraisal) on employee performance with the moderating role of Islamic Work Ethics and mediating role of HR Outcomes (motivation, competence and role clarity) in the Judiciary of Punjab, Pakistan (LHC). 1.6.2 Specific Objectives of the Study The specific objectives of this study are as follows: 1. Investigate the relationship of HRM practices on the performance of employees in the Judiciary (LHC). 2. Investigate the mediating role of HR Outcomes on the relationship between HRM practices and employee performance in the Judiciary (LHC). 3. Establish the moderating effect of Islamic Work Ethics on the relationship between HRM practices and employee performance in the Judiciary (LHC). 10
1.7 Scope of the Study This research study is specifically limited to the Judiciary of Punjab with a focus on the Lahore High Court (Principal Seat and its allied Benches-Rawalpindi, Multan and Bahawalpur). Subject to the Constitution, a High Court may make rules regulating the practice and produce of the Court or of any court subordinate to it (Constitution of Islamic Republic of Pakistan, Section 202). The Lahore High Court as a public service institution and the institution responsible for law enforcement with the mandate to promote the fair and efficient supervision of justice to all sorts of people living in Punjab. The area of study was chosen due to high concentration of Lahore High Court (Principal Seat and its allied Benches-Rawalpindi, Multan and Bahawalpur) needed for this research and also because of the availability and accessibility of information. The required target population for the research is available in the study area. 1.8 Definition of the Terms 1.8.1 HRM Practices According to Harvey and Bowin (1996), HRM practices defined as “the management of activities under taken to attract, develop, motivate, and maintain a high performing workforce within the organization”. 1.8.2 Recruitment & Selection Recruitment defined by Ofori and Aryeetey (2011), “as the process of generating a pool of talented people to apply for employment in an organization”. According to Rothwell (2010), Selection is an associated procedure, which includes management that recommends opening to see where internal candidates equipped must meet current requirements. 1.8.3 Training & Development “Training is the process that provides employees with the knowledge and the skills required to operate within the systems and standards set by management” (Sommerville, 2007). In terms of development, Gansberghe (2003), applies the following definition in the dictionary of HRM and HRD: “a long-term process designed to enhance potential and effectiveness. It is also defined as the growth or realization of a person’s ability, through learning, often from planned study and experience.” 11
Training and development consist of collecting and updating an employee's skills, knowledge, skills and experience from side to side a series of training and development agendas (Obeidat at al, 2014). 1.8.4 Performance Appraisal According to Beach (1980), “performance appraisal is a systematic evaluation of the individual with respect to his or her performance on the job and his potential for development.” 1.8.5 Employee Performance Job performance operationally defined as the magnitude to which an individual fulfills the duties necessary to occupy a particular position be met by employees within the organization (Conway, 2011). 1.8.6 Islamic Work Ethics The Islamic Work Ethics is a coordination that outlines and encourages the participation and contribution of followers in the place of work. It indicates that work is a virtue in light of a person’s needs, and is a compulsion for inaugurating symmetry in one’s individual and social life (Nasr, 1984). According to Beekun (1997), IWE is the set of ethical ideologies that differentiate what is true from what is immoral. 1.8.7 Motivation Motivation broadly defines by Broussard and Garrison (2004), as “the trait that moves us to do or not to do something”. 1.8.8 Competence As described by Black and Wolf (1990), competence as the ability effectively carry out different opportunities, including in different and unexpected contexts. 1.8.9 Role Clarity According to Minda (2000), role clarity can well defined as the particular sensation of having as abundant or not as abundant role-relevant facts as the individual would like to have.
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1.9 Organization of the study The study has organized into seven chapters. Chapter One deals with the introduction, background of the study, statement of the problem, rationale of the study, research questions, research objectives, scope of the study, definitions of the terms and organization of the study. Chapter Two deals with Literature Review. Chapter Three discusses the Methodology (conceptualization and operationalization of constructs, research type, philosophy of research, nature of research study, population and sample frame, sample size and sampling technique, sample size and sampling technique, validity, reliability, questionnaire composition, data analysis techniques and organizational profile. Chapter Four deals with Results (data presentation, analysis and interpretation).Chapter Five deals with Discussion. Chapter Six deals with Summary/Conclusion, Recommendations and Limitations. Chapter Seven deals with references and appendices.
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CHAPTER 2 REVIEW OF LITERATURE 2.1 HRM Practices HRM practices and their effect on employee performance is a main issue in the field of HRM now days and researchers agree that human resource management practices are very beneficial to public and private organizations to improve the level of performance of their employees. Different HRM practices, such as recruitment and selection, training and development, job rotation, compensation, performance appraisal system, human resource design, compensation and reward and management influence career level of employee performance, both in the public and private sector organizations. Based on a generalized perspective, human resources are part of the human capital group, which is simply controlled by the employment of an organization that is a source of competitive gain (Machado, 2015). More recently, HRM is defined as the recruitment and selection; management of performance and benefits; wellness of employees; training and development and employee relations to achieve their organizational goals through their personal contribution (Armstrong & Taylor, 2014). A firm can design HRM practices in such a way that it can enhance the performance of employees. Human resources are deliberating the supreme strength of an organization, but very rare organizations are capable completely harness its potential. Organizations can implement various HRM practices to improve employee skills which resulted in a high level of performance with the work and as well as for the organization. In the modern age, public and private organizations made efforts to improve the worth of the persons appointed, or on raising the abilities and competencies of current employees, or on both type of employees so that the organization achieve the optimum level of employee performance. Shen (2004), defines HRM as the contribution of entire management assessments and activities that have emotional impact the natural surroundings of the association amongst the organization and its employees. In general, the practices of human resource management can be carried out as a tool implemented by an organization that helps, motivate and sustain it through effective practice, policy and philosophy (Singh & Jain, 2014).
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2.1.1 Recruitment and Selection Workforce recruitment and selection depends on the prosperity of the personnel system of any type of public or private body. Recruitment, in order to select qualified candidates who are eligible for available positions in the organization, is the process of trying to invite to find a person from the pool. Recruitment and selection has a positive effect on the performance of employees who actively contribute to improving the organization's accomplishments. According to previous research by Rafii and Andri (2015), there is an association among the recruitment and employee performance. In general, the determination of the recruitment and selection process is to find the number of eligible employees that the organization needs to meet the organization's human resource needs. In keeping with reliable and effective screening procedures, adopt procedures to provide a large number of candidates, who are qualified, have a momentous impact on the value and form of skills acquired by new employees. Recruitment and selection is the first process to fill the vacant seats of the organization in accordance with the requirements necessary for this vacancy, the success of this procedure depends on the effective function of recruitment and selection equipment. Ntiamoah at el. (2014), presented a convenient summary of the possible positive and negative characteristics of recruitment and selection, "recruitment and selection of staff is of fundamental importance to the organization's operation and there are good reasons for choosing it right". According to Opatha (2010), in the professional recruitment process, recruiting mean to find the qualified individuals, selection is the procedure of selecting the superlative individuals candidates recruited from the pool to compensate for the associated work. Sophisticated selection processes, which designed with the purpose of sorting other than the best potential employees from a number of candidates, you can name employees. Recruitment & Selection is the initial step of stair of success from which an organization achieve high level of performance of the employee, which resulted to the accomplishment of organizational goals and objectives and enhance the morale of employees as well. On the other hand, poor process of recruitment and selection or recruitment of incompetent persons, leads to low or poor level of performance. Other studies have identified that a good recruitment system can provide a positive impact for increasing employee commitment, productivity, quality and performance (Patimah, 2015). 15
2.1.2 Training& Development Training is fundamentally a practical tutoring, through which awareness, understanding, knowledge, abilities and expertise are established, practical know-how and in-competencies are overcome, and more rapidly estimations can be achieved, it can be generally related to current or on-going jobs, on the other hand development is related to future jobs. Training can see, as an investment in the human capital of the organization, in order to take advantage of the optimal skills and abilities of employees, is an important strategy of the organization for employee’s motivation. Organizations, by providing a complete training and development activities after the selection, in order to expand the quality of current employees and organizations can continue these activities as part of the employee's service. Training provides benefits for the employee as well as for the organization by positively affecting employee performance through increased employee awareness, abilities, talents, abilities and manners (Appiah, 2010). Training and development, has become a very important activity in public institutions, including the Lahore High Court, Lahore. In modern times, public authorities should pay special attention to training development of employees, by which public institutions have accomplished a high level of satisfaction of the services for the society. According to Conrade et al. (1994), training delivers on-the-job rehearses and information that assist employees to become further capable or competent. Trained employees exposed to find out more job modernizations, obtain more performance rewards, and have better job appearance than those who did not be present at training. Training and development activities in the organization are the main HRM functions of any organization public or private, which increase the efficiency, skills, talent and performance of an employee. The basic principles of training underline the need to provide significant staff contributions based on relevant theories and taking into account the characteristics of efficiency and effectiveness, differences between employees and continuous development (Diab & Ajlouni, 2015). According to Singh and Mohanty (2012), training is essential foundation to develop the employees’ productivity, which in the long run affects the performance and effectiveness of organization. Training and development provide an opportunity to employees of any organization either private or public to groom and improve their skills and abilities to overcome the problems of new technological advancement, which turn into growth in performance of an employee and 16
as well for the organization. It is the responsibility of management to facilitate the staff through training & development process according to the need of employees, which assessed through performance appraisal structure so that they can remain talented in their occupation. Nassazi (2013), pointed out that all human resource development events are designed either to enhance performance in a person's current work, to prepare new expertise for a new job or for a new situation in the future, or for overall development for both personnel and organization, to match the current and future goals of the organization. 2.1.3 Performance Appraisal Performance evaluation or performance appraisal is a critical procedure of the organization for the advancement in talents and capabilities of the employees. Appraising and rating the performance of employees is necessary and important for the organization and as well as for the employee so that management can identify the persons which are fit for the leading positions in the organization. Redman and Wilkinson (2006), noted that with the failure of careers in the flat, de-layered organization, HRM procedures such as performance appraisal have turn into much vital administrative tools in encouraging and regulating the personnel. Putting into practice the performance assessment system is a difficult and complicated task because it have need of skilled, perfect and rational assessment of employees which positively linked with organizational objectives and this statistics can also apply as idea for training and development requirements of employees in an organization. According to Singh (2004), obvious performance assessment motivates employees to work more intensively to accomplish organizational goals. Murphy and Margulies (2004), claimed in their study that performance appraisal make stronger assistance in numerous functions such as facilitating in employee training and forgiving remuneration. Tessema & Soeters (2006), presents a positive relationship between performance appraisal and perceived employee performance. In addition, all employees should be involved in performance appraisal, where they can understand organizational goals in terms of what they expect and what they would expect to achieve their productivity goals (Dessler, 2013). In other words, we have to say that performance appraisal system is most important tool for the public sector organization to collect information about the performance of the employees, which helps the organization for decision-making process in different aspects of employees like 17
promotion, transfer, and for performance based annual rewards. This information also becomes beneficial for the organization at the time of hiring of new candidates and for the training purpose of employees, which are already, performs their responsibilities in the organization. (Dattner, 2015), also stresses the importance of revising the assessment framework for the development of effective performance evaluation systems. Employee performance appraisals, which are usually scheduled annually or semi-annually, are one of the most essential HRM practices and have been extensively studied (Kampkotter, 2014). 2.2 Employee Performance Employees are the supreme valued resources of every single organization and without skilled, trained and experienced human resources; an organization cannot accomplish his goals and objectives. Employees must know about the tasks, goals and capabilities which they need to perform for their job effectively. According to Aguinis (2009), “the definition of performance does not include the results of an employee’s activities, but simply the activities themselves”. Training and development improve the job knowledge, competencies, expertise of employees, which further enhance the productivity, and profitability of the organization. Organizations require high level of performance from their employee so that they can achieve competitive advantage and get high profitability. High level of performance leads to better reward and compensation from the organization and organizations provide training and development, promotion, incentives to those employees who score the high performance level. According to McCloy et al. (1994), work performance is the employees’ activities or engagements associated to the targets or goals of the institute in query. Carlson et al.(2006), proposed five HRM practices that affect performance which are setting competitive compensation level, training and development, performance appraisal, recruitment package, and maintaining morale. Tessema & Soeters (2006), have carried out study on eight HRM practices including recruitment and selection practices, placement practices, training, compensation, employee performance evaluation, promotion, grievance procedure and pension or social security in relation with the perceived performance of employees. They concluded that these HRM practices have positive and significant relationship with the perceived performance of employees.
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For the evaluations to be operational and active, the higher administration must be compassionate in providing data and facts, perfect performance principles must be established, the evaluations must not be used for any additional purposes separately from performance management, and the assessments must be restricted from any ranking prejudices (Goff & Longenecker, 1990). According to Hasibuan (2005), some indicators describing employee performance can assess as sensitive (quality, quantity, time) as well as intangible (goals that cannot be measured or standardized). 2.3 Relationship between HRM Practices (IV) and Employee Performance (DV) A large number of studies have conducted in several areas of different countries. Much of the studies have shown a significant impact of HRM practices on employee performance. Modern methods of HR have applied by everyday line managers, which positively influence the employees' perception of HRM practices applied to them (Purcell & Kinnie, 2007). 2.3.1 Recruitment and Selection and Employee Performance Employee performance is an increasingly important matter for all business organizations of both private and public sectors. Recruitment and selection, as a HRM function, is one of the most important accomplishments that influence most analytically on the performance of organization and on the performance of an employee as well. Recruitment and selection plays a vibrant role to make sure employee’s performance and optimistic organizational outcomes. Recruitment and selection process come to be successful if all the necessities met during the process, which consist of job analysis, job description and job design, so that these ingredients of process provide a better platform of performance. Pilbeam and Corbridge (2006), presented a valuable outline of possible positive and negative features saying that: ‘the recruitment and selection of employees is necessary for the operational activities of an organization, and there are charming motives for getting it accurate. The main concentration of recruitment and selection is on identifying the competencies and skills of potential nominees against the demands and rewards characteristic, which given in job advertisement. So therefore, the supreme focus of all kind of organizations is to hire qualified human resources for the attainment of organizational aims and goals.
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2.3.2 Training and Development and Employee Performance Training and development are the core methods which can be used to develop the performance of employees which give rise to development in job knowledge, skills and other capabilities. Enhancement in excellence of personnel and their development through training are the foremost elements which influence long-term productivity and most favorable performance of employees and as well as of organizations. According to Hazier and Render (2006), training procedure empowers staffs to be attentive for their specific roles and obligations in relations of meeting organizational goals. At the present time organizations appreciate the important role of training and development that plays in improving performance of employees and increasing efficiency of employee and as well as improvement in profitability of an organization. Training and development can improve efficiency and morale of employees by increasing employee’s skills, knowledge and capabilities, which resulted to improvement in performance of employees and organization as well. Training and development encourages employees for decision making, self-confidence, problem solving, self-development and handling of job related conflicts. Brum (2007), states that training is most likely the toughest tactic to increase employee’s willpower in the direction of the organizational performance. Purcell et al.(2003), indicates that there is a strong positive association between HRM practices and organizational performance. Training and development have become one of the necessary functions in most organizations as they lead to high productivity in the same sector and constitute an important part of the human resources department which has a significant impact on the organization's success by improving the performance of staff (Mozael, 2015). 2.3.3 Performance Appraisal and Employee Performance Performance appraisal is an essential tool, which discusses the performance of an employee in the past year and contributes to the growth of an employee’s performance in future. The association between effective performance appraisal system and performance of employee has progressive effect on employee performance, on the other hand ineffective performance appraisal system leads to adverse perspective like; low morale and low productivity by an employee. According to Fletcher (2001), performance appraisal has come to be a universal title for a variety of happenings through which administrations find to evaluate employees and improve their proficiency, improve performance and allocate rewards. A good performance appraisal system 20
provide motivation to the employees and helpful in the enlargement of performance of employees which turn to higher performance of organization. Performance appraisal work has an association between the organizational strategies, goals, objectives and employee’s both task and contextual performance, which resulted to attainment of organizational, vision and mission. Performance appraisal is a vital competent from HRM practices which identify requirement of an employee for the attainment of organizational objectives and also point out the specific areas of employees which required assistance, improvement and need of development plan for the enhancement of their skills, abilities and as well as performance. 2.4 Islamic Work Ethic as Moderator By the term “ethics”, we commonly mean the study of true and immoral for persons. Work ethics in the organization is important to the ethical behavior of employees. IWE considers “dedication to work or hard work ‟ as a virtue. Islam offered us a complete code of conduct for life, so that in terms of work ethic, a clear option have provided in the Holy Quran and the life of Prophet MUHAMMAD (PBUH), which is perfect for us. Islamic law has constructed on four foundations, Quran and the Sunnah (examples set by Prophet MUHAMMAD), consensus of scholars (Ijmaa’) and analogy (Qiyas). Islamic Work Ethics has been used as moderator by (Yousaf, 2001), and has originate its importance in his studies in the context of an organization. Ingredients of Islamic Work Ethics has usually established on the instructions of Holy Quran, the teachings of the Prophet MUHAMMAD (PBUH) and practical ruling life of the four Caliphs of Islam. In the Holy Quran, Almighty ALLAH has made the life of His Prophet (PBUH) as a standard. As in verse of Quran 33:21, “Verily in the messenger of ALLAH ye have a good example for him who looketh unto ALLAH (SWT) and the Last Day, and remembereth ALLAH much” (Pickthall, 1930). Islam put emphasis on the ethics in every single aspect of life as in Holy Quran verse 3:10, “You are the best of the nations raised up for (the benefit of) men; you enjoin what is right and forbid the wrong and believe in ALLAH; and if the followers of the Book had believed it would have been better for them; of them (some) are believers and most of them are transgressors” (Ali, 1934). Another verse 6:115 in the Holy Quran says: “The Word of your Lord is perfect in truth and justice. None is there to change His words, and He is All-Hearing, AllKnowing” (Usmani, 2005). Even the Holy Prophet MUHAMMAD (SAW) says: “I have been 21
sent for the purpose of perfecting good morals”. (Ibn Hambal, No: 8595). Islam, as an inclusive religion, is trying to shape the thought of its followers according to the basic rules of work ethics that are required in all aspects of life, taking into account the important relationship between moral work and values that dominate the community (Alhyasat, 2012). According to the teachings of Islam, the individual has not nominated on the foundation of the relationship of blood, friendship, wealth, age, race and political power, or any discrimination. Islam prescribes integrity performance for work and does not allow unethical practices, while working as; begging, corruption, laziness and wasting time during non-productive activities. Islam recognizes performance evaluation as a mechanism to keep that no efforts will have gone unrewarded. According to the teachings of Islam, it is the moral duty of all employees to control their actions. Islam provides training and development of employees to expand their knowledge at all levels. The Quran raise the spirits of individuals to acquire skills and knowledge, and extremely admirations those who struggle in order to earn a living. ALLAH (SWT) said in Quran (39:9): “Are those who know equal to those who know not? But only they who are endowed with understanding keep this in mind”. According to Ahmad (2011), IWE's practice in an organization can improve the level of employee morale and productivity, increase work satisfaction and reduce employee stress. Islam strengthens the ethics of an individual, as the Lahore High Court is an institution, which works to provide justice to the community, so IWE has a significance role here. In this, study IWE used as moderator and find out the influence of IWE on employee performance. 2.5 HRM Outcomes as a Mediator Three HR Outcomes have been use as mediator in this study to test the impact of HRM practices on employee’s performance. They are:➢ Motivation ➢ Competence ➢ Role Clarity 2.5.1 Motivation The efficiency of many talented employees will be imperfect if they are not encouraged to do their job, human resource management practices may however, affect the motivation of 22
employees, and encourage them to work durable and softer according to the standards of organization. Motivation is a fundamental psychological process that has an intrinsic and extrinsic effect on an employee. Ryan and Deci (2000), agreed that motivated means that the person moves with a particular act and the direction of motivation concerns to make fundamental approaches and objectives that give grow to action. Motivation is a complex phenomenon, which prejudiced by individual, cultural, national and historical factors. Individuals who are motivated use a superior effort to perform a job performance assign to them, than those who are not motivated. As per Porter (1982), motivated employees are leading elements to accomplish preferred level of productivity as motivated employee’s makes completely strong struggles to attain up to the mark. Mitchell (1982), defined that employee motivation is energetic power of employees’ performance causing extraordinary level of employee efficiency and greater than before organizational performance. Employee motivation is seen as "one of the strategies of organizations to improve their efficiency through their employees by providing a favorable and motivated environment for the organization" (Taghipour & Dejban, 2013). Inadequate recruitment practices and management style, poor working conditions, job dissatisfaction, lack of promotion opportunities, lack of role clarity and inadequate training and development opportunities are the main causes that can be categorized in to intrinsic and extrinsic motivation of employees which effect the performance of an employee and organization as well. Nel et al. (2004), confirming that a motivated individual is constantly conscious about the fact that a particular objective must be accomplished and carry on to direct his determinations in the direction of achieving this, even in the face of adversity and that person is motivated only at that time when his particular necessities have been satisfied. 2.5.2 Competence Competency is the core element in the performance of an employee, which leads to core competencies of an organization and create competitive advantage of organization. Competencies are the characteristics (mix of knowledge, skills and abilities) of an employee, which enables him to perform in specific situations of organization. Parry (1996), defines competency as an assortment of job associated knowledge, attitudes, and skills.
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In simple terms, competence is an integration of knowledge, skills and awareness. According to this definition, knowledge refers to understanding the basic principles necessary to discuss the task, the ability to complete the implementation of this understanding and awareness, the proper application of the ability to discuss appropriately competent and corporate "best practices". Competencies are the hidden personal qualities (knowledge, skills, capabilities, behavior, and motivation) of an employee both physically and intrinsically which are necessary for the improvement in the performance of an employee and for successful accomplishment of organizational goals and objectives for an organization. On the contrary study by Heffernan and Flood (2000), originate that there is an optimistic association between competency and job performance whereas Armstrong (2006), recommended that competency could contribute to the raise the levels of performance for both individuals and organization. 2.5.3 Role Clarity Role clarity (clear duties and responsibilities) have much importance during the performance of an employee because an employee who have a clear guideline and aims of work that how he/she can perform his/her duties and responsibilities is much better efficient performer than the other who have no clarity or how know about the assigned work performance. Kahn at el. (1964), describes role clarity as the amount to which individuals senses about that they have perfect direction about estimated roles and manners connected with their work. Role clarity talks about the degree to which an employee obtains and recognizes realities mandatory to accomplish his/her profession (Kelly, & Richard, 1980). Role clarity is observed by forefront employees as having an optimistic effect on their work satisfaction, organizational commitment, and work performance (Ruyter, Wetzels & Feinberg, 2001). Higher role clarity supports to higher performance within organizations. Role clarity demands that the content of the employee’s tasks, work procedures, and priorities are all clear. Employees who come to an agreement that they know what is expected are map on the ‘role clarity’ route. Role clarity and its sound effects on performance were evident in a study by Fried et al.(2003), where the result shows that, the work performance has improved over time with higher clarity.
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2.6 Relationship between Moderator, Mediator and IV and DV A mediator variable is an intermediate variable between independent dependent variables that explains why and how effect between the variables and the mediator variable object can occur is the relationship between the independent and dependent variables. A moderator is a qualitative or quantitative variable that can modify the association between the independent and dependent variable and the purpose of the moderator variable is to find out the strong point of the association between the independent and dependent variable. 2.6.1 IWE as Moderator between HRM Practices (IV) and Employee Performance (DV) Yousef (2001), explored the moderating role of IWE at the relationship among organizational commitment and job satisfaction. Sadozai et al. (2013), examine the moderating effect of IWE among the association of organizational commitment and turnover intention. Khan et al. (2013), examine the moderating role of IWE among the association of organizational justice and job outcomes and find out that high IWE among the employees can enhance their job satisfaction and job involvement and on the other hand reduce turnover intentions. 2.6.2 HR Outcomes as Mediator between HRM Practices (IV) and Employee Performance (DV) HRM practices lead to HR outcome that affect performance and organization (Paauwe, 1998). HR Outcomes has been used as mediation elements between HRM practices and employee performance by Taseema and Soeters (2006), and find out that HRM practices are expressively absolutely associated with HR outcomes.
2.7 Theoretical Framework HRM practices are the key activities to improve the value of facilities presented by a government or a private organization. Earlier studies recommend that organizations need to be effectively accomplish their human resources when they wish to receive extreme output from employees in terms of performance. However, the question is; by what means and what time the HRM practices influence the performance? Victor Vroom (1964), develop an expectancy theory with direct use to work settings, according to him expectancy theory has three foundations: expectancy, instrumentality, and valence. 25
Expectancy is a person’s assessment of the possibility that work-related struggle will outcome in a specified level of performance. Instrumentality is an individual’s assessment of the possibility that a specified level of accomplished task performance will lead to numerous work outcomes. Valence is the strong opinion of an employee’s first choice for a specific incentive. Expectancy theory proposes that if an employee must be energetic, three fundamentals must be presents: competency, motivation and clarity of the role (MacDuffie, 1995). Expectancy theory states that the work motivation depends on the perceived relationship between performance and outcomes and individuals to change their behavior based on the calculation of the expected results (Torrington, Hall & Taylor, 2009). Performance of employees depends on the ability, motivation and opportunity so that they can contribute, perform and maintain their performance level. AMO (Abilities, Motivation and Opportunity) theory shows influence of HRM practices on employee performance. According to Boxall and Purcell (2003), performance is a function of ability, motivation and opportunity. AMO theory states that a HRM structure must be design to meet the needs of employees' abilities and motivation and then after meeting those prerequisites, give them the chance to use their skills in numerous characters, (Appelbaum et al., 2000). The AMO theoretical framework is foremost in research on employee-level investigating HRM’s effect on performance (Boselie et al., 2005). Self-determination theory by (Ryan & Deci, 2002) is a universal theory of motivation that significances to methodically clarify the underlying forces of human desires, inspiration, and good fortune within the instant social framework. According to the self-determination theory, intrinsic inspiration is improves in more self-directed work conditions and results in further optimistic progressive, developmental, interactive and behavioral results (Ryan & Connell, 1989). The findings of the studies conducted by (Gagne & Deci, 2005) and (Kunz & Pfaff, , 2002) proposed that sympathetic work atmospheres, which raise the spirit of intrinsic motivation, will resulted in improved job satisfaction and additional effective performance. Selfdetermination is a theory of motivation, which gives intrinsic, and as well motivation to the employees which resulted to well-being and optimistic results of their performance. It have been proposed that HR outcomes (competence, motivation and role clarity) mediate the relationship between HRM practices (recruitment and selection, training and development and performance appraisal) and employee performance and in turn, employee performance positively 26
affects performance at the organizational level. The theoretical framework of this study discloses that HR Outcomes serve as mediating variable among HRM practices and performance of employee. This study aims to test the effect of three HRM practices (Recruitment and Selection, Training and Development and Performance Appraisal) on employee performance with moderating role of IWE and mediation role of three HR Outcomes (Motivation, Competence and Role Clarity). 2.7.1 Research Model The following model illustrated in Figure 1: Research Model, is established in order to predict the influences of three nominated HRM practices as independent variable on employee’s performance as dependent variable in Lahore High Court (Principal seat and its allied BenchesRawalpindi, Multan and Rawalpindi).
Figure 1: Research Model
27
2.7.2 Independent Variable In experimental studies, independent variables are those, which have some impact on other variables like dependent variables. As shown in theoretical model of this study HRM practices is an independent variable of this study which has further three dimensions like; recruitment and selection, training and development and performance appraisal. It means these three dimensions may have different kind of impacts on employee’s performance. This impact may be either positive or negative. Therefore, the impact of HRM practices can actually be measure by taking these dimensions separately. 2.7.3 Dependent Variable Dependent variables are those variables, which are directly affected by independent variables. Research model of this study shows that “Dependent variable” of this study Employee’s Performance. It means that each HRM Practice has different type of relationship with Employee’s Performance. It also examined either there is inverse or direct relationship among stated variables. 2.7.4 Mediator Variable Mediator variables are those variables that cause mediation in independent and dependent variable. In simple words mediator variables explains the relationship of independent and dependent variable. Research model of this study shows that “HR Outcomes” is a mediator variable of this study, which has, further three dimensions like; motivation, competence and role clarity. 2.7.5 Moderator Variable Moderator variable commonly named as third variable, which effects the directions or relations of the independent and dependent variable. Research model of this study shows that “IWE” is a moderator variable of this study. 2.7.6 Demographic Variables Demographic variables involve the grouping and segmentation of the specific population. Gender, age, education, job title, service tenure and working station are the demographic variables of this study. 28
2.8 Hypothesis Development H1
Recruitment and Selection positively related to employee performance in LHC.
H2
Training and Development positively related to employee performance in LHC.
H3
Performance Appraisal positively related to employee performance in LHC.
H4
The relationship of “Recruitment and Selection” and “Employee Performance” moderated by Islamic Work Ethics in LHC.
H5
The relationship of “Training & Development” and “Employee Performance” moderated by Islamic Work Ethics in LHC.
H6
The relationship of “Performance Appraisal” and “Employee Performance” moderated by Islamic Work Ethics in LHC.
H7
The relationship of “Recruitment & Selection” and “Employee Performance” mediated by HR Outcomes in LHC.
H8
The relationship of “Training & Development” and “Employee Performance” mediated by HR Outcomes in LHC.
H9
The relationship of “Performance Appraisal” and “Employee Performance” mediated by HR Outcomes in LHC.
29
CHAPTER 3 METHODOLOGY 3.1 Conceptualization and Operationalization of Constructs The process by which we indicate what we mean when we use certain terms in the study called conceptualization. Further, we have to say that clarifying one's concepts with words and examples and arriving at precise oral explanations. In research study, conceptualization produces an agreed upon meaning for a concept for the determinations of research. Operationalization is the procedure of rigorously describing variables into measurable aspects. The process determines vague concepts and allows them to be measure empirically and quantitatively. 3.1.1 HRM Practices According to Schuler and Jackson (1987), HRM practices as a structure that fascinates, grows, encourages, and sustains employees to ensure the active putting into practice and the continued survival of the organization and its members. Likewise, Minbaeva (2005), viewed HRM practices considers a variety of methods used by the organization to manage human resources by promoting certain skills, producing complex social relationships and creating organizational knowledge to maintain a competitive advantage. According to Dessler (2014), HRM discusses about the strategies and procedures involved in the implementation of human resource features in the supervision position, including human resources formation, performance analysis, recruitment and selection, compensation, performance evaluation, training and development. 3.1.2 Recruitment and Selection Recruitment is using the scrutiny of the job in order to select and ascertain the essentials and necessities of the organization, and it's related to the approved policy by the institute through human resource management forecasting (Macky & Johnson, 2004). Selection is an essential section in HR functions, because the employee‘s selection has nearby affiliation and association with the organization's progress. Selection is collecting the facts and figures about the candidates to choose who is appropriate and should be employed respectively to the work location (Shen & Edwards, 2004).
30
3.1.3 Training and Development According to Gordon (1992), training is as the scheduled and organized manners change through activities, events and training courses that enable participants to achieve the level of knowledge, skills, experience and ability to perform their work effectively. As per Wognum (2001) and Torrington et al. (2005), there are three classes of classifying training and development necessities, like; “resolving problems”, this emphases on employees’ performance, “improving certain working practices”, this emphases on enhancement irrespective of the performance difficulties and “changing or renewing “the institute position, which may rise because of modernizations or modifications in policy? 3.1.4 Performance Appraisal Performance appraisal is an organized assessment of an employee’s performance in his allocated responsibilities and the main determination of performance appraisal is to enlarge motivation and employee self-confidence. Obvious performance evaluation encourages employees to effort more in order to attain the organizational purposes (Singh, 2004). According to Wan et al. (2002), standardized performance appraisal upsurge employee’s enthusiasm and commitment that has a momentous influence on organizational performance. 3.1.5 Employee Performance Employees are a key foundation of economic gain in service-oriented organizations (Luthans & Stajkovic, 1999). According to Deadrick and Gardner's (1997), point of view, employee performance could be describe as a record of the results attained, for each work task, for an identified period. The employee‘s performance is use of awareness, information, expertise, familiarities, involvements and capabilities, to accomplish the assigned task required by their supervisors efficiently, proficiently and successfully (Dubrin, 2006). 3.1.6 Motivation According to Rutherford (1990), motivation formulates the inspirations of employees for a more effective organization because employees are constantly observing for best practices to do the work, so it is very essential for organizations to convince the motivation of their employees. Bartol and Martin (1998), describe motivation is a force that build up behavior gives way to active behavior and initiates a tendency to continue. As per Kuo (2013), an effective organization 31
must associate the strengths and motivations of in-house employees and answer back to external changes and demands on time to show the organization’s value. 3.1.7 Competence Concept of competence is an ability (in the logic of holding the obligation, authorization or right to select, produce, assist, perform or privilege) and proficiency (in the logic of having the awareness, abilities and know-how to execute) of an individual (Mulder, 2007). Competence is the value or condition of being functionally sufficient or having appropriate knowledge, strong point and expertise. Booz, Allen and Hamilton (one of the first management consulting firms) used competence as an compulsory standard when they know that management and leadership are all about attainment of the accurate people in the accurate place at the accurate time (Vincent, 2008). 3.1.8 Role Clarity An understanding about what an employee is anticipates achieving, how his/her performance will be assessing, and what authority he/she has is called role clarity (Rizzo, House & Lirtzman, 1970). Clarity of the role can also relate to the particular sentiment of having as much or less the role relevant statistics, such as an individual would like to have (Lyons, 1971). 3.1.9 Islamic Work Ethics Islamic Work Ethics may define as the set of moral ideologies that discriminate what is right from what is wrong in the Islamic perspective (Beekun, 1997). According to Ismail Al-Qudsy (2007), ethics in Islam is a thinking of good meanings in manners, in achievement, in thought or in the soul, and therefore, ethics should be a good approach, manner and discipline in all ranges of human life, regardless of whether the fact is that it is visible. 3.2 Research Type Type of this research is quantitative research on the use of regression analysis, correlation analysis, which should do to explore the effect of independent variable with/on dependent variable. A quantitative researcher will very cautiously record and authenticate information, generally in one form of numbers and usually transfer the data into computer-readable layout (Neuman, 2006). Quantitative data can support to find out correlations between given variables and resulted outcomes. This type of research is concerned with identifying characteristics of an 32
observed phenomenon, or exploring the relationships between two or more entities. Moreover, Gay at el. (2009), clarified that the strong point of quantitative research is the occasions that it arrange for researchers to act together and collect data directly from their research participants to realize a phenomenon on or after their viewpoints. 3.3 Philosophy of Research Paradigm talk about an average standardized research philosophy a set of beliefs, values and assumptions that the research community has divided on the nature and development of research (Kuhn, 1962). This study will be test the hypothesis, therefore, the paradigm in this study will be positivistic approach and deductive reasoning approach will be use. The reason for the use of positivistic paradigm in this study is that we generate and test hypothesis, implement the scientific methods to investigate the problem, analyzes the results and quantitative methods are used. The motive for the use of deductive reasoning approach in this study is that study begins with a theory, which is relate to the topic, then we have to generate and test hypothesis, collect observations about that hypothesis and make a logical conclusion about the confirmation of that given hypothesis. 3.4 Nature of Research Study Explanatory research is conduct to identify the cause or nature of effects between the relationships of variables or to analyze the situation of specific problems, so the nature of this research will be explanatory. This research aims to discover the influences of “set of three selected HRM practices (recruitment and selection, training and development and performance appraisal)” on “employee’s performance” with mediating effects of HR Outcomes and the moderating effects of “IWE” on the relationship. 3.5 Population As per Washington et al. (2012), the population comprises of all the people or stuffs that the researcher he desires to define. Each research population consists of individual or pooled unit, which is the unit or individuals within the population, while a sample is a segment of the population that are selected at random or otherwise to represent the population (Punch, 2000). This study aims to investigate the impact of HRM practices on employee performance in the Lahore High Court (Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur). 33
The population of this study comprised management (Additional Registrars, Deputy Registrars and Assistant Registrars) and staff of both genders (male and female) in Lahore High Court (Principal seat and it’s allied Benches-Rawalpindi, Multan and Bahawalpur). Complete population of Lahore High Court is consisted of roundabout 99 management members, which selected for this study. The cadre wise detail of management is present in Table 4: Sampling Frame (Management). Sr. No.
Designations
No. of Employees
1
Additional Registrar
12
2
Deputy Registrar
22
3
Assistant Registrar
65
Total
99
Table 1: Population (Management) Complete population of Lahore High Court is consisted of roundabout 630 staff members, which selected for this study. The cadre wise detail of staff is present in Table 2: Population (Staff).
Sr. No.
Designations
No. of Employees
1
Assistant
145
2
Senior Clerk
148
3
Junior Clerk
337
Total
630
Table 2: Population (Staff) Individuals of Lahore High Court (Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur) will informed prior to the survey with the permission of the competent authorities and anonymity should guarantee the confidentiality of the participants. Efforts has being made to increase the level of credibility by referring people from all age groups, gender, appointments and the obvious social situation.
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3.5.1 Sample Frame In research, sampling is a technique, which is use for the selection of a group of people, which have same knowledge, characteristics and are true representatives of the whole population, and these people are then further use in the research process like data collection regarding the undergoing study. According to Babbie (2010), sample frame is a list or quasi list of entities that make up a population from which a sample nominated. Target population of this study comprised of all the selected staff cadre working in Lahore High Court, Principal seat and it’s allied Benches are illustrated in Table 3: Sampling Frame (Staff). Sr. No.
Job Title
Working Station
Assistant 1
2
3
4
No. of Employees 99
Senior Clerk
Lahore
117
Junior Clerk
231
Assistant
16
Senior Clerk
Rawalpindi
14
Junior Clerk
44
Assistant
17
Senior Clerk
Multan
11
Junior Clerk
36
Assistant
13
Senior Clerk
Bahawalpur
Junior Clerk
6 26
Total
630
Table 3: Sampling Frame (Staff)
Target population of this study comprised of all the selected management cadre working in Lahore High Court, (Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur) illustrated in Table 4: Sampling Frame (Management).
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Sr. No.
Job Title
Working Station
Additional Registrar 1
2
3
4
No. of Employees 9
Deputy Registrar
Lahore
15
Assistant Registrar
46
Additional Registrar
1
Deputy Registrar
Rawalpindi
2
Assistant Registrar
7
Additional Registrar
1
Deputy Registrar
Multan
3
Assistant Registrar
7
Additional Registrar
1
Deputy Registrar
Bahawalpur
Assistant Registrar
2 5
Total
99
Table 4: Sampling Frame (Management) 3.6 Sample Size Estimation of sample size is the method of selecting the number of individuals or respondents of a sample. Sample size has great importance in reducing cost and fastening the data collection process. Sample size is a significant feature of any empirical study in which the objective is to make interpretations about a population from a sample. Sampling is very important for collecting information from primary sources. Yamane, & Taro (1967:886), formula makes easy to calculate the size of the sample. Assume 95% confidence level and P = 0.5.
36
By using the above stated formula, the calculated sample size of this study is;
n
630 1 (630)( 0.05) 2
n
630 2.575
245
Equation 1: Sample Size Calculation Sample size calculated for the current study by using Yamane’s (1967:886), proposed method was 245. Thus, total 245 staff members were select as sample size of the population. Sr. No.
Working Station
Population of Staff
Sample
1
Lahore
447
174
2
Rawalpindi
74
29
3
Multan
64
25
4
Bahawalpur
45
17
630
245
Total
Table 5: Sample Size (Staff) A total 43 management members were select as sample size of the population. Sr. No.
Working Station
Population of Management
Sample
1
Lahore
63
25
2
Rawalpindi
13
7
3
Multan
15
5
4
Bahawalpur
8
6
Total
43
Table 6: Sample Size (Management)
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3.6.1 Sampling Technique There are a number of sampling techniques, which commonly used for the data collection purpose. Based on the nature of study, size of population, accessibility, time, resources, and some other cultural and technical aspects different sampling techniques can used for the research. The sampling technique will be used in this research is stratified sampling for management and staff. The purpose of using stratified sampling is because more efficient sample and stratified sampling will provide more perfect and accuracy of sample size. Stratified random sampling is a sampling technique that divides the population into smaller groups known as strata. Stratification can lead to less error computation than in simple sample of the same size. This result is especially true when the measurements in the layers are very standardized. 3.7 Data Collection Tool Surveys are a quantitative method containing the use of questionnaires and aim to simplify from a representative sample population to a larger population of interest. Survey employed questionnaires as research tool for data collection. Questionnaires adopted in this study due to its suitability. Close-ended questions usually require answers that reveal the attitudes of respondents, transcribed in the blank spaces. 3.7.1 Validity The core determination of the research design is to provide the correlation between the independent and dependent variables with a high degree of certainty. The capability of a research design to understand this objective is talk about as the validity of the design. According to Zikmund et al. (2010), validity is the accurateness of a quantity or the degree to which a score straightforwardly signifies a theory. Therefore, researchers use validity test to safeguard that the variables been measure are perfect. As, we assessed the validity of independent, dependent, mediator and moderator variable through content validity, and all are related question are not outside of the scope. 3.7.2 Reliability Reliability talks about to the consistency, stability and repeatability of results i.e. the result of a research reflected reliable if regular findings have been attain in matching conditions but not the same situations (Twycross & Shields, 2004). Reliability analysis permissible the study of the 38
properties of measurement scales, and the items that constitute the scales. The reliability analysis process calculated a number of generally used measures of scale reliability and delivered statistics about the associations between individual items in the scale. In statistics, Cronbach's (alpha) is a coefficient of internal uniformity. It is generally use as an evaluation of the reliability of a psychometric test for a sample of examinees (Cronbach, 1951). Estimates of value of alpha can take only less than or equal to 1, as well as positive or negative values, even though positive values can make sense (Ritter, 2010). To have a valid and reliable data, the researcher ensured that the questionnaire were well formulated which allows minimization of errors. According to Zikmund et al. (2010), the standard coefficient alpha (α) is state as follow: α = 0.80 to 0.95, which considered as very good reliability α = 0.70 to 0.80, which considered as good reliability α = 0.60 to 0.70, which considered as fair reliability α = .001, R2 = 0.03 Predictors: IWE β = 0.003, t (189) = 0.037, p = 0.97, significant, for every 1 unit increase in IWE, we get 0.003 unit increase in employee performance RS β = -0.001, t (189) = -0.025, p = 0.98, significant, for every 1 unit increase in RS, we get 0.001 unit decrease in employee performance Interaction β = 0.13, t (189) = 2.16, p = 0.03 Slopes for IWE predicting Employee Performance at each level of RS Y = constant + 0.003 (IWE) + -0.001 (RS) + 0.13 (IWE*RS) Y = constant + 0 + -0.001 (RS) + 0 For low IWE, RS β = -0.73, t (189) = -1.39, p = 0.17, for low IWE, there is no relationship between RS and employee performance For average IWE, RS β = -0.001, t (189) = -0.025, p = 0.98, for average IWE, every RS gives us -0.001 point on our employee performance For high IWE, RS β = 0.071, t (189) = 1.01, p = 0.31, for high IWE, every RS gives us 0.071 points on our employee performance
60
5 4.5
Employees Performance
4
High IWE
3.5 3
2.5 2
Low IWE
1.5 1 Low RS
High RS
Figure 3: Interactive effects of RS and IWE on Employee Performance Interpretation We plotted interaction graph for low and high (Mean ± SD) moderator values. The interaction graph for recruitment and selection – employee performance (shown in Figure), relationship is significant for Islamic Work Ethics. The slope test suggested that slop for both low and high Islamic Work Ethics. The slope test shows that when IWE is high, RS is low or high and there is no such change in employee performance. When IWE is low, RS low, employee performance increases. Whereas when IWE is low and RS is high, employee performance decreases.
61
H5
The relationship of “Training & Development” and “Employee Performance” moderated by Islamic Work Ethics in LHC. Moderation Model of Islamic Work Ethics Employee Performance Predictor B
SE
4.292
0.03
TD
-0.120
0.05
IWE
0.001
0.06
0.172
0.07
Step 1 Tenure Step 2
Step 2 TD x IWE
Table 14: Hayes Process Moderation (TD, EP & IWE) Interpretation Table 14: Hayes Process Moderation (TD, EP & IWE), discuss about moderation effect of Islamic Work Ethics between training and development and employee performance. Result suggested that product term of training and development and Islamic Work Ethics significantly related with employee performance (β = .17, p ˂ .05) supporting hypothesis H5. Over All Model: F (3,189) = 2.88, p> .001, R2 = 0.04 Predictors: IWE β = 0.001, t (189) = 0.017, p = 0.99, significant, for every 1 unit increase in IWE, we get 0.001 unit increase in employee performance TD β = -0.012, t (189) = -0.27, p = 0.78, significant, for every 1 unit increase in TD, we get 0.012 unit decrease in employee performance Interaction β = 0.17, t (189) = 2.55, p = 0.01
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Slopes for IWE predicting Employee Performance at each level of TD Y = constant + 0.001 (IWE) + -0.012 (TD) + 0.17 (IWE*TD) Y = constant + 0 + -0.012 (TD) + 0 For low IWE, TD β = -0.11, t (189) = -2.17, p = 0.31, for low IWE, there is no relationship between TD and employee performance For average IWE, TD β = -0.012, t (189) = -0.027, p = 0.78, for average IWE, every TD gives us -0.012 point on our employee performance For high IWE, TD β = 0.086, t (189) = 1.31, p = 0.19, for high IWE, every TD gives us 0.086 points on our employee performance
5 4.5
Employees Performance
4
High IWE
3.5 3 2.5 2
Low IWE
1.5 1 Low TD
High TD
Figure 4: Interactive effects of TD and IWE on Employee Performance
63
Interpretation We plotted interaction graph for low and high (Mean ± SD) moderator values. The interaction graph for recruitment and selection – employee performance (shown in Figure), relationship is significant for Islamic Work Ethics. When IWE is high, low TD, employee performance low. When IWE and TD are high, employee performance is also high. When IWE and TD low, employee performance is high. When IWE is low, TD on high side, employee performance is low. H6
The relationship of “Performance Appraisal” and “Employee Performance” moderated by Islamic Work Ethics in LHC.
Moderation Model of Islamic Work Ethics Employee Performance Predictor B
SE
4.312
0.03
PA
0.011
0.04
IWE
-0.036
0.06
0.108
0.07
Step 1 Tenure Step 2
Step 3 PA x IWE
Table 15: Hayes Process Moderation (PA, EP & IWE) Interpretation Table 14: Hayes Process Moderation (TD, EP & IWE), discuss about moderation effect of Islamic Work Ethics between performance appraisal and employee performance. Result suggested that product term of performance appraisal and Islamic Work Ethics significantly related with employee performance (β = .10, p ˂ .05) supporting hypothesis H6.
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Over All Model: F (3,189) = 0.894, p> .001, R2 = 0.01 Predictors: IWE β = -0.04, t (189) = -0.60, p = 0.56, significant, for every 1 unit increase in IWE, we get 0.04 unit increase in employee performance PA β = 0.011, t (189) = -0.30, p = 0.77, significant, for every 1 unit increase in PA, we get 0.011 unit decrease in employee performance Interaction β = 0.11, t (189) = 1.39, p = 0.17 Slopes for IWE predicting Employee Performance at each level of PA Y = constant +- 0.04 (IWE) + -0.011 (PA) + 0.11 (IWE*PA) Y = constant + 0 + 0.011 (PA) + 0 For low IWE, PA β = -0.05, t (189) = -0.87, p = 0.39, for low IWE, there is no relationship between PA and employee performance For average IWE, PA β = 0.011, t (189) = 0.30, p = 0.77, for average IWE, every PA gives us 0.011 point on our employee performance For high IWE, PA β = 0.07, t (189) = 1.22, p = 0.22, for high IWE, every PA gives us 0.07 points on our employee performance
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5 4.5
Employees Performance
4
High IWE
3.5 3
2.5 2
Low IWE
1.5 1 Low PA
High PA
Figure 5: Interactive effects of PA and IWE on Employee Performance Interpretation We plotted interaction graph for low and high (Mean ± SD) moderator values. The interaction graph for performance appraisal – employee performance (shown in Figure), relationship is significant for Islamic Work Ethics. When IWE is high, low PA, employee performance low. When IWE and PA are high, employee performance is high. When IWE and PA are low, employee performance is high. When IWE is low and PA is on high side, employee performance is low.
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4.5.4Hypothesis (IV, DV & Mediating Variable) H7
The relationship of “Recruitment & Selection” and “Employee Performance” mediated by HR Outcomes in LHC. Direct and Indirect Effect of HR Outcomes on Employee Performance HR Outcomes Independent Variable Recruitment & Selection
Employee Performance
Direct Effect
Direct Effect
Indirect Effect
Total Effect
LLCI
ULCI
0.0240
0.0240
-0.0001
-0.0241
-0.0374
0.0339
Table 16: Hayes Process Mediation (RS, HROC & EP) Interpretation To assess the presence of mediation by HR Outcomes, we relied on the bootstrapping method (10,000 random samples) suggested by Preacher and Hayes (2004), using the process macro developed by Hayes (2013). According to the above given Table 16: Hayes Process Mediation (RS, HROC & EP), the confidence interval for the indirect and direct effect of recruitment and selection on employee performance via HR Outcomes did include the presence of 0 (LLCI = 0.0374; ULCI = 0.0339), suggesting that there is no presence of mediation. H8
The relationship of “Training & Development” and “Employee Performance” mediated by HR Outcomes in LHC.
Direct and Indirect Effect of HR Outcomes on Employee Performance HR Outcomes Independent Variable Training & Development
Emotional Exhaustion
Direct Effect
Direct Effect
Indirect Effect
Total Effect
LLCI
ULCI
-0.0538
-0.0538
0.0135
-0.0403
-0.0465
0.0727
Table 17: Hayes Process Mediation (TD, HROC & EP)
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Interpretation To assess the presence of mediation by HR Outcomes, we relied on the bootstrapping method (10,000 random samples) suggested by Preacher and Hayes (2004), using the process macro developed by Hayes (2013). According to the above given Table 17: Hayes Process Mediation (TD, HROC & EP), the confidence interval for the indirect and direct effect of recruitment and selection on employee performance via HR Outcomes did include the presence of 0 (LLCI = 0.0465; ULCI = 0.0727), suggesting that there is no presence of mediation. H9
The relationship of “Performance Appraisal” and “Employee Performance” mediated by HR Outcomes in LHC.
Direct and Indirect Effect of HR Outcomes on Employee Performance HR Outcomes Independent Variable Performance Appraisal
Emotional Exhaustion
Direct Effect
Direct Effect
Indirect Effect
Total Effect
LLCI
ULCI
0.0193
0.0193
-0.0101
0.0092
-0.060
0.0384
Table 18: Hayes Process Mediation (PA, HROC & EP) Interpretation To assess the presence of mediation by HR Outcomes, we relied on the bootstrapping method (10,000 random samples) suggested by Preacher and Hayes (2004), using the process macro developed by Hayes (2013). According to the above given Table 18: Hayes Process Mediation (PA, HROC & EP), the confidence interval for the indirect and direct effect of recruitment and selection on employee performance via HR Outcomes did include the presence of 0 (LLCI = 0.060; ULCI = 0.0384), suggesting that there is no presence of mediation.
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CHAPTER 5 DISCUSSION In this chapter, the major findings of this study will discuss in detail. It will be more in the direction of summarization of the analyses and combination of major findings from the analyses. The outcomes of this study provide a deep insight to explore the impact of HRM practices on employee performance with mediating role of HR outcomes and moderating role of IWE. The primary objective of this study was to explore the relationship of HRM practices on employee performance. In this study, we formulated 09 hypotheses to be tested using empirical evidences. The data supported the entire hypothesis, the acceptance or rejection of hypothesis based on the statistical measures. The study shows that, whether the HRM practices (recruitment and selection, training and development and performance appraisal) effect the employee performance positively or not, HR Outcomes (competence, motivation and role clarity) mediates the relationship of HRM practices (recruitment and selection, training and development and performance appraisal)
employee performance positively or not and IWE moderates the
relationship of HRM practices (recruitment and selection, training and development and performance appraisal) and employee performance positively or not. The study conducted by Singh (2004), point out a positive association between HRM Practices and employee’s performance. The first hypothesis states that recruitment and selection positively correlated with the employee performance in the LHC. The findings from the data and estimation discloses that recruitment and selection partake a negative and significant impact on employee performance in LHC, which means the recruitment and selection does not affect the employee performance in the organization. In the modern era in both public and private sector, organizations are mostly dependent upon the employees for the successful achievement of their organizational goals and public satisfaction. The study showed a poor level of recruitment and selection system in Lahore High Court. Seven (7) items given to the staff to respond to, out of which one item have a positive response. Staff agreed that Lahore High Court used various selection instruments like; interview, test etc. but disagreed or neutral opinion taken by the staff that in their organization there is no valid and standardized selection system, selection system cannot give importance to
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awareness, abilities, and attitudes of the candidates and selection test are not conducted by the trained and unbiased peoples. Questions, which asked to respondents (employees of LHC) about recruitment and selection practices in LHC through questionnaire, show their response which affect the findings of this study are as: The mean of “RS-1 The selection systems followed in our organization are highly scientific and rigorous” was 3.09, the mean of “RS-5 Selection tests of the organization where I work are conducted by trained and impartial people” was 3.29, the mean of “RS-3 Valid and standardized tests are used when required in the selection process” was 3.34, the mean of “RS-6 The organization I work for has competitive selection processes that attract competent people” was 3.43 and the mean of “RS-4 Selection system in our organization selects those having the desired knowledge, skills and attitudes” was 3.34 by the respondents on five-point likert scale, which shows the reasons about negative findings of recruitment and selection on employee performance in LHC. The findings suggest that there is no proper recruitment and selection procedure in Lahore High Court, Lahore. The finding are against with the views of Montan and Charnou (2002), to attract qualified peoples for the employment recruitment is a procedure of screening, selecting, and choosing competent people for an employment which has a direct influence on performance. It should be agreed from the foundation of this result, and as showed by Barney (2001), that employees of an institution are the significant foundation of economic gain for the organization, and so it is very important for organizations to accept recruitment and selection procedure that make superlative use of its employees. The second hypothesis states that training and development positively correlated to employee performance in LHC. Results from the data about training and development demonstrates that there is a negative and significant relationship between training and development and employee performance in LHC, which demonstrates that there is no perception of training and development, although on job training is provided at some extent but not in an appropriate system in Lahore High Court, Lahore. The study shows that there is a poor level of training and development in LHC. Eleven (11) items given to the staff to respond to, out of which four (4) items have a positive response. Staff agreed that Lahore High Court provide opportunities to 70
improve their skills, this organization provide them many chances of learning and they feel that stay with this organization is beneficial for them. Seven (7) items received a negative response from the staff, in which they disagrees that there is no such mechanism which can identified the training and development needs of the employees, there is no regularity in the conduction of training programs which can enhance their skills. Most of the staff who selected for training program do not know how they are selected for the training programs they participated in. Questions, which asked to respondents (employees of LHC) about training and development practices in LHC through questionnaire, shows their response which effect the findings of this study are as: The mean of “TD-1 Our organization conducts extensive training programs for its employees in all aspects of quality” was 2.92, the mean of “TD-2 Employees in each job will normally go through training programs every year” was 2.45, the mean of “TD-3 Training needs are identified through a formal performance appraisal mechanism” was 2.64, the mean of “TD-4 There are formal training programs to teach new employees the skills they need to perform their jobs” was 3.15, the mean of “TD-5 New knowledge and skills are imparted to employees periodically to work in teams” was 3.05, the mean of “TD-6 Training needs identified are realistic, useful and based on the business strategy of the organization” was 2.94, the mean of “TD-9 My Organization frequently arranges training programs for the employees” was 2.95 and the mean of “TD-11 I am satisfied with the training and development provided by my organization” was 3.13 by the respondents on five-point likert scale, which shows the reasons about negative findings of training and development on employee performance in LHC. The observation was also acknowledged by Campathes (2006), which states that the employees would be more satisfied and committed to the job and the employee performance would be more increased if the employee would be trained or more developed. This finding is against the view of Rothwell and Kazanas (2006), who point out that effective employee training indicate to the growth in employee performance. The findings of the study help to the management to concentrate towards the training and development system to expand the required skills of the employees, which will be beneficial for the employees and for the organization as well. Organizations devote in the training and
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development of employees to enrich their talent, skills, abilities, capabilities and performance as well. The next hypothesis states that performance appraisal positively related to employee performance in LHC. This hypothesis received a full support because findings from the regression analysis showed that performance appraisal were significantly associated with the employee performance. The obtained results show that there is a significant and positive relationship between performance appraisal and employee performance. Seven (7) items given to the staff to respond to; out of which two (2) items have a positive response. Staff agreed that the appraisal system have a strong effect over the individual and teamwork and they have good faith on the appraisal system, but they disagreed that the appraisal system of Lahore High Court did not use for the growth, development, job rotation, training and compensation. Staff also disagreed that there is no such performance feedback system and no such counseling provided for the betterment. Questions, which asked to respondents (employees of LHC) about performance appraisal practices in LHC through questionnaire, shows their response, which affect the findings of this study, are as: The mean of “PA-1 Performance of the employees is measured on the basis of objective quantifiable results” was 2.87, the mean of “PA-2 Appraisal system in our organization is growth and development oriented” was 2.94, the mean of “PA-3 Employees are provided performance based feedback and counselling” was 2.56, the mean of “PA-4 Employees have faith in the performance appraisal system” was 2.93, the mean of “PA-6 The appraisal data is used for making decisions like job rotation, training and compensation” was 2.74 and the mean of “PA-7 The objectives of the appraisal system are clear to all employees” was 2.74, by the respondents on five-point likert scale, which shows the reasons about findings of performance appraisal on employee performance in LHC. If the performance appraisal system has successfully used in LHC, the employees would be able to get information about their running performance and what is expected to them in the future in terms of their work performance. LHC should take step about initiating a proper system for monitoring the performance appraisal system to achieve sophisticated performance of the
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employees. For instance, the research done by Pettijohn et al. (2001), the relationship between performance appraisal and employee performance has also been confirm. The next hypothesis states that recruitment and selection, training and development, performance appraisal and employee performance is mediated by HR Outcomes in LHC. The results of this research indicated that there is no mediation relationship of HR outcomes (competence, motivation and role clarity) between HRM practices (recruitment and selection, training and development and performance appraisal) and employee performance in LHC, and on the other hand HRM practices (recruitment and selection, training and development and performance appraisal) are positively and significantly correlated with HR Outcomes. In Pakistan especially in public sector organization generally the promotions and compensation rewards are given to the employees on their seniority , employees are not encouraged to perform better as they are conscious about the reality that the person who is senior from them by seniority of service will be considered for promotion. Three (3) items for each dimension of HR outcomes given to staff to respond to, out of which motivation have a negative response, and competence and role clarity receive a neutral response. Staff of LHC disagreed that they are satisfied with HR practices in their organization. Questions, which asked to respondents (employees of LHC) about HR outcomes (Competence, Motivation and Role Clarity) in LHC through questionnaire, show their response which affect the findings of this study are as: The mean of “HROC-1 I have got training that makes me competent (competence)” was 3.02, the mean of “HROC-2 I am satisfied with HR practices (satisfaction/motivation)” was 2.90 and the mean of “HROC-3 I do not have role ambiguity and confusion (clarity of role)” was 3.13, by the respondents on five-point likert scale, which shows the reasons about findings of HR outcomes on employee performance in LHC. The top management of LHC put their focus on motivation of employees then it will leads towards a positive increase in the performance of the employees. Grant (2008), recognized a study where motivation prescribed the employee outcomes such as determination, efficiency and performance. According to Rizzo et al. (1970), clarity of role means ‘‘the degree to which essential statistics is delivered about how the employee is estimated to perform his or her job. Employees who have competency and clarity of role can perform better than the others can. The 73
result of positive and significant association between HRM practices and HR Outcomes is also supported by Ichniowski et al. (1997) & Taseema and Soeters (2006). The next hypothesis states that recruitment and selection, training and development, performance appraisal and employee performance is moderated by IWE in LHC. This hypothesis received a full support because findings from the Hayes process regression analysis showed that IWE has ha high moderating effect on employee performance. Taking discussion forward, the moderating effect of IWE between HRM practices (recruitment and selection, training and development and performance appraisal) and employee performance has found significant and positive relationship. The results regarding moderating effects of IWE on employee performance make it clear that the high level of IWE can enhance the employee performance in LHC. Moderating effect of IWE shows that employee performance can only be increase just due to high IWE and there is no such effect of HRM practices (recruitment and selection, training and development and performance appraisal) on employee performance. The moderation result of IWE proves the support of self-determination theory, which, states that intrinsic motivation promoted the wellbeing of employees, which resulted to high performance. The performance of employees of Lahore High Court improved due to inspiration of Islam and Islamic Work Ethics, which gives intrinsic motivation to them. Reliable with the expectation and hypothesizing within the selfdetermination theory, the study shows that with high Islamic Work Ethics and low recruitment and selection, low training and development and with low performance appraisal activities the employees performing their tasks effectively and efficiently. Sixteen (16) items given to the staff to respond to, out of which two (2) items have a negative response. RS, TD & PA cannot interact IWE, which can affect the performance of employees. Questions, which asked to respondents (employees of LHC) about Islamic Work Ethics in LHC through questionnaire, show their response which affect the findings of this study are as: The mean of “IWE-1 Laziness is a sin” was 4.01, the mean of “IWE-2 Dedication to work is a virtue” was 4.29, the mean of “IWE-3 Good work benefits both one’s self and others” was 4.37, the mean of “IWE-4 Justice and generosity in the work place are necessary conditions for society’s welfare” was 4.34, the mean of “IWE-5 Producing more than enough to meet one’s needs contributes to the prosperity of society as a whole” was 4.23, the mean of “ IWE-6 One should carry work out to the best of one’s ability” was 4.26, the mean of “IWE-7 Work is not an 74
end in itself but a means to foster personal growth and social relations” was 4.21, the mean of “IWE-8 Life has no meaning without Work” was 4.14, the mean of “IWE-9 More leisure time is good for society” was 3.47, the mean of “IWE-10 Human relations should be emphasize and encourage” was 4.14, the mean of “IWE-11 Work enables man to control nature” was 3.80, the mean of “IWE-12 Creative work is a source of happiness and accomplishment” was 4.33, the mean of “IWE-13 Work gives one the chance to be independent” was 4.05, the mean of “IWE-14 A successful person is the one who meets deadlines at Work” was 3.92, the mean of “IWE-15 One should constantly work hard to meet responsibilities” was 4.06, and the mean of “IWE-16 The value of work is delivered from the accompanying intention rather than its result” was 4.00. The theoretical frame was based on expectancy theory and AMO theory. Expectancy theory has an imperative role in encouragement of employees and theory varies in its understanding by organization and employees as well. Expectancy theory is a proper instrument to motivating employees which resulted to increase in performance of employees and beneficial for both organization and employees. In order to develop the performance of employees, management of LHC should engage the employees in training to improve their capabilities, skills and improve their belief that additional effort will in fact lead to superior performance. AMO theory demonstrates that job performance of an employee determined by his/her abilities, motivation and opportunities. According to Appelbaum et al. (2000), idea of AMO theory is that employees will perform better if they have the essential capabilities, when they are motivated and obtain the opportunity to silhouette themselves. Finding of the study indicate that if the management want to achieve the high performance from the employees then they can motivate the able employees and give them opportunity to perform, which resulted to better performance of employee, beneficial for organization and employee as well. From the discussion, we conclude that HRM practices (recruitment and selection, training and development and performance appraisal) are very important and significant in influencing the employee performance. HR Outcomes (competence, motivation and role clarity) are also very important and significant in mediating the employee performance. IWE as moderator is a very important, significant and positive influence on employee performance. Demographic variables including age, education and service tenure etc. we concluded from this discussion that these demographic factors could also influence the employee performance. 75
The regression analysis shows that adjusted R square score of the variables are relatively low which shows that there are some other factors, which have impact on employee performance. Thus it opens new scholarly way to explore the topic by adding some new variables and population.
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CHAPTER 6 SUMMARY/CONCLUSION This study is aimed to explore the relationship of HRM practices (recruitment and selection, training and development and performance appraisal) on employee performance with mediating role of HR outcomes (competence, motivation, role clarity) and moderating role of IWE in Lahore High Court, Lahore. The review of the literature focuses on published literature and other studies conducted by other researchers in the HRM practices (recruitment and selection, training and development and performance appraisal), HR outcomes (competence, motivation, role clarity), IWE and employee performance. The concepts of HRM practices (recruitment and selection, training and development, performance appraisal), HR outcomes (competence, motivation, and role clarity), Islamic Work Ethics and employee performance were also widely explained. The study involved 193 respondents selected from Lahore High Court (Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur). The study found out that whether independent variable HRM practices (recruitment and selection, training and development and performance appraisal) effect the dependent variable employee performance positively or not, whether the mediating variable HR outcomes (competence, motivation, role clarity) mediate the independent and dependent variable or not and whether the moderator variable IWE moderate the independent and dependent variable or not. Procuring and holding high feature talent is a serious factor for the achievement of an institute. Successful recruitment and selection process begins with proper planning and forecasting of an employment, because recruitment and selection is a purely human resource function which have critical influence on the performance of employees and as well on the entire organization. New approaches of recruitment and selection are being use now a day in private and as well as in public sector organizations. The main objective of these approaches is to recruit and select the most qualified, committed, talented, and skilled individuals into the organization and ensure that the provision of services to the public timely and effective which are provide by the organization. LHC used both internal and external sources of recruitment and regularly used both print and electronic medium of advertisement for the vacancies.
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The method of recruitment and selection used in LHC are the screening test and interview. The major weaknesses and strengths of the recruitment and selection policy of LHC include gender, social and political discrimination but the LHC generally known to be nondiscriminatory, independent and strict in its recruitment and selection procedure. The discussion presented that the performance of an employee is a function of training and development. Nevertheless, all employers and organizations intend to the importance of this key function of human resource practices. According to Armstrong (2001), the training values of an organization articulate the degree of importance it assigns to training. Organizations have general philosophy that school system is responsible to train people to be workers and then workers responsible to learn how to do the work, so they can be employ and get better reward. Training and development is very important for the employees and as well as for the organization, and the result of this training should be evaluated regularly and repeatedly as a process during the employment so that the organization should be able to evaluate the development level of employees by comparing the skills and competence, which they acquired from the training. It also become perfect from the respondents opinion that the foremost organizational matter constraining training and development at Lahore High Court (Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur) was absence of top management provision for conduction of training and development programs. Therefore, the LHC in an attempt to improve the employee performance, motivation, competence and moral competition should strive to provide effective training and development strategies in all departments. Rowden (2002), recommend that training may also be an effective instrument for enlightening ones job satisfaction, as employee improved performance leads to thankfulness by the upper management, therefore, employee feel further familiar with his employment. The results showed that performance evaluation strategy could be an effective tool for employees, if supposed as a goal and fair. Thus, the result showed that there was a significant correlation between the performance appraisal and the employee performance. If the LHC uses performance appraisal as a strategic practice and links its HR programs and policies with the organization's policy, then they will be able to increase the competence, motivation and productivity of their employees. However, research shows that failure to provide lack of observation, lack of objectivity in the evaluation, favoritism and prejudice of the supervisory 78
authorities, dissatisfaction with a lot of work or overtime, not strict with the outcome of the assessment and absence of permanent documentation, these are serious gaps in performance appraisal system of LHC. Finally, the whole study, it is concluded that recruitment and selection, training and development and performance appraisal are highly effective HRM functions that should be appropriately planned by management, so that these practices increases skills of staff. Improved skills of staff improve the employee performance, which leading to growth of employees in the organization. The organization should follow a clear recruitment and selection framework for the selection of candidates with the desired familiarity, knowledge, skills, talents, capabilities, abilities and attitudes. The organization must support broad training plans for its employees; recognized training requirements should be accurate, cost-effective and based on organizational policies, and appropriate evaluation procedures should be used to assess the usefulness of ongoing training. The organization should evaluate performance assessments on a regular basis, and should provide feedback and recommendations based on the results to staff. 6.1 Recommendations (Practical and Theoretical) 6.1.1 Practical Recommendations This study has several theoretical and practical implications as well. This study investigates the relationship of HRM practices and employee performance with mediating role of HR outcomes and moderating role of IWE. Theoretically, the results give up a deep insight of the study and describe the directions of three HRM practices (recruitment and selection, training and development and performance appraisal) on employee performance, which shows that HRM practices has both negative and positive impacts on employee performance. Results determine that when IWE is high and RS, TD is low the employee performance increases which mean the IWE effects the employee performance with association of RS & TD, on the other hand when IWE is low and TD is high employee performance increases, which mean the IWE have no effect on employee performance with association of PA. The research indicates that HRM practices (recruitment and selection, training and development and performance appraisal) in Lahore High Court (Principal seat and its allied BenchesRawalpindi, Multan and Bahawalpur), is faced with many challenges. Consequently, the following recommendations have been outline on how to improve these very important HRM 79
practices (recruitment and selection, training and development and performance appraisal) to ensure the effective and efficient staff performance in achieving the organization's objectives. The study showed that there are levels of polarization in the recruitment and selection of competent and highly effective personnel. Therefore, it is recommends that recruitment and selection criteria must be clear for all employees and candidates to be fair and objective. Research has shown that during the process of filling a vacancy priority was not given to qualifications, demonstrated the skills and results of job applicants against these criteria positions. Therefore, it is recommends that only candidates must be select as per predefined requirements for positions in accordance with the job description and vacancy advertisement. Training and development has been acknowledged, as a key HRM practice in achieving the organizational goals, Lahore High Court (Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur) should take practical measures to increase their budgetary allocations for the training of their staff. This means that considerable provision must made to ensure proper implementation of training and development programs for staff. The objective and standards of training should be set for the staff; it can enable the trained staff personnel to know whether they have improved their skills and competence or not after they have received the training. Performance appraisal has been recognizing by many organizations around the world because of its importance to achieve organizational goals. It could be concluded that the performance appraisal system at, Lahore High Court (Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur) is not properly conducted and its record not properly utilized to enrich the performance of employees. According to Mathias and Jackson (2004), through feedback, employers can inform employees about their progress, discuss issues, and must develop and define development plans about the areas where they need. Performance appraisal enables organizations and as well as management to recognize the needs of training and development, motivation and strengths and weaknesses of the employees, so that they can recommend appropriate training for those employees. Performance of employees can be measure on the measureable data, which additionally helps to the management to decide the training requirements, compensation and professional development. For this purpose there is need to clarify the duty of every single employee so that he/she have perfect understanding about his/her role or assignment work in the organization, 80
which can enhance the performance of the employee which will be beneficial for the organization and for the public satisfaction as well. Qualified and comprehensive human resource specialists should be employ in Lahore High Court (Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur) for the treatment of all matters relating to recruitment and selection, training and development and performance appraisal of skilled, expert staff. Finally, HR departments should keep proper data base or records on the performance of employees which must be periodically be communicated to them so as to know where and when training and development programs are required and what type of latest techniques and measure can be taken for better recruitment and selection and performance appraisal procedure. Training programs should be related to the promotion of employees, so that these programs support to increase the motivation of employees, which in the long-run lead to high efficiency. Staff should be clearly educated about the potential benefits of training programs so that they can participate wholly. The trainer should be from the inside of organization, because listeners feel more comfortable during communication and discussing their problems and difficulties. This study has practical implications towards management of the LHC that they must pay attention to the barriers of the performance that initiate the employee. Also management need to be aware about the HRM practices and HR outcomes, i.e recruitment and selection, training and development and employee interact to produce desired performance, because employees in the same job who are equally skills, abilities and competencies may produce differently because the system variables effect each of them differently. As the HRM, practices are the essential element of every organization either private or public. HRM practices recruitment and selection and training and development have significant negative relationship with employee performance on the other hand performance appraisal have significant positive relationship with employee performance. The administration may make review on the HRM practices of the LHC, especially on recruitment & selection and employee performance and try to develop them. This is because the outcomes of the analysis show that, employees are not satisfied with the HRM practices such as recruitment and selection and training and development.
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This study provides an opportunity to Lahore High Court to manipulate the HRM practices and can enhance the employee performance. When management can motivate the employees, provide them training according to the feedback of performance appraisal and engage the right person on the right place according to his/her abilities and competencies, this will directly increase the efficiency of the employees. 6.1.2 Theoretical Recommendations The present study proposes a number of opportunities for future research. The results of the study will add to the knowledge that specific relationship between HRM practices and employee performance, with mediating role of HR outcomes and moderating role of IWE in these relationships, especially with respect to Judiciary. Theoretical groundwork for HRM practices and their link to employee performance already exists but little research has done on this area in light of HR outcomes as mediator and IWE as moderator, therefore, the theoretical implication of this research will be the contribution to the existing literature on the highlighted concepts. Academic contribution of the study is that this research work is conduct in new work environment and new cultural context of public sector organization. Although a lot of scholarly work has done on HRM practices and employee performance in both private and public sector model in western countries however, this study contributes in the field of Judiciary of Punjab, Pakistan in which no prior research work has initiated. 6.2 Limitations In general, the study went well and majority of the respondents were cooperative but as similar to every academic research, this study also gives its interpretations within the limits of limitations but these limitations did not in any way compromise the validity of the data collected. The current study conducted to identify the effect of three HRM practices (recruitment and selection, training and development and performance appraisal) on employee performance; on the other hand, there are several further practices, which were not contained in this study, such as “supervisor relationship, workload, job stress, career planning and commitment”. In this study, data was collected form single organization Lahore High Court, and it’s a crosssectional study. 82
The research carried out in the Lahore High Court (Principal seat and its allied BenchesRawalpindi, Multan and Bahawalpur). However, district judiciary is also the part of Lahore High Court, which was not included in the sample. By feature of their responsibilities public service employees are under obligation to treat information about matters, realities and situations that they know as confidential. There are some responsibilities and or regulation which comprise requirements that either prohibit the release of information of confident nature by employees in the performance of their responsibilities this might make the employees nervous and not ready to open up for the op to give their view through questionnaire. Nevertheless, after certain assurance that the information provided by them will not be used in any way or manner that will create risk for their job and that it is only for studies then they participate in the study. Moreover, the truculent attitude of some respondents also delayed the gathering of data for the study. Nevertheless, none of these affected the quality of the research. In this study, we use stratified sampling and 193 respondents chosen as sample size for this study. Therefore, it was problematic to ensure that the results of this study can assess exactly. All findings of this study are constructed on the statistics provided by the respondents and responses which we receive from the respondents can be subject to potential bias and prejudice which may not be represent the entire population. Another major problematic situation met in this study was that of time. Staff members and management of Lahore High Court (Principal seat and its allied Benches-Rawalpindi, Multan and Bahawalpur) were rather too busy in fulfillment of official work, some of staff members and management did not take their time to fill out the questionnaire. While some filled them wrongly, others did not fill the questionnaire properly and completely, and this resulted in 52 questionnaires inappropriately filled and these excluded from the analysis. There are slight research studies for Judiciary, so the journals and article for this research study are limited. In addition, some respondents were not ready to contribute in the survey, because our survey questions are very complex to them and answer of these questions does not take them any benefit.
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Logistical support was a challenge for the study, but, by self-sacrifice and support from colleagues and family members, the researcher was able to outcome this challenge which directed to the well-timed accomplishment of the research work and able to meet the dead line. 6.2.1 Strength of Study In this study, data analyzed by two waves, one from employees of Lahore High Court, and second from supervisors, supervisor subordinate rated data. 6.2.3 Future Research There is no prior research exist about HRM practices (recruitment and selection, training and development and performance appraisal) on employee performance with mediating role of HR outcomes (competence, motivation and role clarity) and moderating role of IWE in Judiciary of Punjab, Pakistan and time frame of this study and resources are limited. Future researcher may conduct with other variables like; leadership styles, job design, job stress, job rotation, which can establish the influence on performance of the employees. It is proposed that further research be done in other public sector organizations and as well as in District Judiciary of Punjab, on HRM practices and employee performance with other mediating and moderating variables which play a key part in the development of the country to help better understand the problem.
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APPENDICES Appendix I: QUESTIONNAIRE FOR MANAGEMENT I am a MS researcher from Virtual University of Pakistan undertaking a research on the topic: “HRM practices and Employee’s Performance: Moderating role of Islamic Work Ethics and Mediating Role of HR Outcomes in Judiciary of Punjab, Pakistan”. Your response will be highly appreciated, as this survey form a part of MS research study. I would be thankful if you, please, have a few minutes to answer all questions. Allow yourself to remember that your answer will keep confidential and use only for educational purposes. Your name will not appear anywhere in this document. Thank you in advance for your kind support. Your cooperation and contribution in this research will extremely appreciate. Demographics 1. Gender
[
] Male
2. Age (in years)
20 - 30 [
[ ]
] Female
31 – 40 [
]
41 – 50 [
51 – 60 [
]
]
3. Level of education PhD [
] M.Phil. [
] Master’s Degree [
] Graduation [
] Intermediate [
] Matric [
Other (specify) ……… …………………………………….. 4. What is your Job Title? ………………………………….. 5. How long have you been working for the Lahore High Court? Less than 1 year [
] 1-5 [
] 6-10 [
] 11 -15 [
] 16-20 [
] 21 and above [ ]
6. Where do you work? Lahore [
] Rawalpindi [
] Multan [
] Bahawalpur [ 98
]
]
Instructions: Please answer the following statements by placing a “✓”in the block that will most accurately reflect your opinion about your professional experience with the following scale: 2 Sometimes
1 Seldom
3 Regularly
4 Often
Section A: Employee Performance EP-1.
His performance is better than that of his colleagues with similar qualifications.
EP-2. He is satisfied with his performance because it is mostly good. EP-3.
His performance is better than that of staff with similar qualifications in other organizations.
EP-4. He kept in mind the work result he needed to achieve. EP-5. He took on extra responsibilities. EP-6. He continually sought new challenges in his work. EP-7. He talked to colleagues about the negative aspects of his work. EP-8. He came up with creative solutions for new problems. EP-9. He worked on keeping his work skills up-to-date.
99
5 Always
1 2 3 4 5
Appendix II: QUESTIONNAIRE FOR STAFF I am a MS researcher from Virtual University of Pakistan undertaking a research on the topic: “HRM practices and Employee’s Performance: Moderating role of Islamic Work Ethics and Mediating Role of HR Outcomes in Judiciary of Punjab, Pakistan”. Your response will be highly appreciated, as this survey form a part of MS research study. I would be thankful if you, please, have a few minutes to answer all questions. Allow yourself to remember that your answer will keep confidential and use only for educational purposes. Your name will not appear anywhere in this document. Thank you in advance for your kind support. Your cooperation and contribution in this research will extremely appreciate. Demographics 1. Gender
[
] Male
2. Age (in years)
20 - 30 [
[ ]
] Female
31 – 40 [
]
41 – 50 [
51 – 60 [
]
]
3. Level of education PhD [
] M.Phil. [
] Master’s Degree [
] Graduation [
] Intermediate [
] Matric [
Other (specify) ……… …………………………………….. 4. What is your Job Title? ………………………………….. 5. How long have you been working for the Lahore High Court? Less than 1 year [
] 1-5 [
] 6-10 [
] 11 -15 [
] 16-20 [
] 21 and above [ ]
6. Where do you work? Lahore [
] Rawalpindi [
] Multan [
] Bahawalpur [
100
]
]
Instructions: Please answer the following statements by placing a “✓” in the block that will most accurately reflect your opinion about your professional experience while considering the following scale: 1 Strongly Disagree
2 Disagree
3 Neutral
4 Agree
5 Strongly Agree
Section B: Recruitment & Selection RS-1.
The selection systems followed in our organization are highly scientific and rigorous.
RS-2.
In our organization, Additional & Deputy Registrars participate in selection.
RS-3.
Valid and standardized tests are used when required in the selection process
RS-4.
Selection system in our organization selects those having the desired knowledge, skills and attitudes.
RS-5.
Selection tests of the organization where I work conducted by trained and impartial people.
RS-6.
The organization I work for has competitive selection processes that attract competent people.
RS-7.
The organization I work for uses various selection instruments (e.g. interviews, tests, etc.).
101
1 2 3 4 5
Instructions: Please answer the following statements by placing a “✓” in the block that will most accurately reflect your opinion about your professional experience while considering the Employee Performance with the following scale: 1 Strongly Disagree
2 Disagree
3 Neutral
4 Agree
Section C: Training & Development TD-1.
TD-2.
TD-3.
TD-4.
TD-5.
TD-6.
Our organization conducts extensive training programs for its employees in all aspects of quality. Employees in each job will normally go through training programs every year. Training needs identified through a formal performance appraisal mechanism. There are formal training programs to teach new employees the skills they need to perform their jobs. New knowledge and skills imparted to employees periodically to work in teams. Training needs identified are realistic, useful and based on the business strategy of the organization.
TD-7.
My Organization provides me the opportunity to improve my skills.
TD-8.
There is lot of chance to learn new things in this organization.
TD-9. TD-10. TD-11.
My Organization frequently arranges training programs for the employees. Doing job in this Organization will benefit me in the future. I am satisfied with the training and development provided by my organization.
102
5 Strongly Agree
1 2 3 4 5
Instructions: Please answer the following statements by placing a “✓” in the block that will most accurately reflect your opinion about your professional experience while considering the Employee Performance with the following scale: 1 Strongly Disagree
2 Disagree
3 Neutral
4 Agree
5 Strongly Agree
Section D: Performance Appraisal
1 2 3 4 5
PA-1.
Performance of the employees is measure based on objectives quantifiable results.
PA-2.
Appraisal system in our organization is growth and development oriented.
PA-3. Employees provided performance based feedback and counseling. PA-4. Employees have faith in the performance appraisal system. PA-5.
Appraisal system has a strong influence on individual and team behavior.
PA-6.
The appraisal data is use for making decisions like job rotation, training and compensation.
PA-7. The objectives of the appraisal system are clear to all employees. Instructions: Please answer the following statements by placing a “✓” in the block that will most accurately reflect your opinion about your professional experience with the following scales: 1 Strongly Disagree
2 Disagree
3 Neutral
4 Agree
Section E: HR Out Comes HROC-1.
I have got training that makes me competent (competence)
HROC-2.
I am satisfied with HR practices (satisfaction/motivation)
HROC-3.
I do not have role ambiguity and confusion (clarity of role)
103
5 Strongly Agree
1 2 3 4 5
Instructions: Please answer the following statements by placing a “✓” in the block that will most accurately reflect your opinion about your professional experience while considering the Employee Performance with the following scale: 1 Strongly Disagree
2 Disagree
3 Neutral
4 Agree
Section F: Islamic Work Ethics IWE-1.
Laziness is a sin.
IWE-2.
Dedication to work is a virtue.
IWE-3.
Good work benefits both one’s self and others.
IWE-4.
IWE-5. IWE-6. IWE-7.
Justice and generosity in the work place are necessary conditions for society’s welfare. Producing more than enough to meet one’s needs contributes to the prosperity of society as a whole. One should carry work out to the best of one’s ability. Work is not an end in itself but a means to foster personal growth and social relations.
IWE-8.
Life has no meaning without Work.
IWE-9.
More leisure time is good for society.
IWE-10.
Human relations should be emphasize and encourage.
IWE-11.
Work enables man to control nature.
IWE-12.
Creative work is a source of happiness and accomplishment.
IWE-13.
Work gives one the chance to be independent.
IWE-14.
A successful person is the one who meets deadlines at Work.
IWE-15.
One should constantly work hard to meet responsibilities.
IWE-16.
The value of work delivered from the accompanying intention rather than its result.
104
5 Strongly Agree
1 2 3 4 5
Model = 1 Y = EP X = RS M = IWE Sample size 193 ************************************************************************** Outcome: EP Model Summary R R-sq MSE F df1 df2 p .1646 .0271 .2028 1.8723 3.0000 189.0000 .1357 Model coeff se t p LLCI ULCI constant 4.2960 .0357 120.1932 .0000 4.2255 4.3665 IWE .0025 .0685 .0367 .9708 -.1327 .1377 RS -.0013 .0520 -.0251 .9800 -.1039 .1013 int_1 .1264 .0586 2.1551 .0324 .0107 .2421 ************************************************************************* Figure Conditional effect of X on Y at values of the moderator(s): IWE Effect se t p LLCI ULCI -.5686 -.0732 .0526 -1.3906 .1660 -.1770 .0306 .0000 -.0013 .0520 -.0251 .9800 -.1039 .1013 .5686 .0706 .0697 1.0120 .3128 -.0670 .2081 Values for quantitative moderators are the mean and plus/minus one SD from mean. Values for dichotomous moderators are the two values of the moderator. ************************************************************************** Figure 6: Hayes Moderation Analysis (RS, EP & IWE)
105
Model = 4 Y = EP X = RS M = HROC Sample size 193 ************************************************************************** Outcome: HROC Model Summary R R-sq MSE F df1 df2 p .3664 .1342 .7370 29.6160 1.0000 191.0000 .0000 Model coeff se t p constant 1.5327 .2803 5.4672 .0000 RS .4376 .0804 5.4421 .0000 ************************************************************************** Outcome: EP Model Summary R R-sq MSE F df1 df2 p .0410 .0017 .2070 .1601 2.0000 190.0000 .8522 Model coeff se t p constant 4.4037 .1598 27.5634 .0000 HROC -.0003 .0383 -.0084 .9933 RS -.0240 .0458 -.5234 .6013 ************************** TOTAL EFFECT MODEL **************************** Outcome: EP Model Summary R R-sq MSE F df1 df2 p .0410 .0017 .2059 .3219 1.0000 191.0000 .5712 Model coeff se t p constant 4.4032 .1482 29.7164 .0000 RS -.0241 .0425 -.5673 .5712 **************************************************************************
Figure 7: Hayes Moderation Analysis (TD, EP & IWE)
106
Model = 1 Y = EP X = PA M = IWE Sample size 193 ************************************************************************** Outcome: EP Model Summary R R-sq MSE F df1 df2 p .1220 .0149 .2053 .8940 3.0000 189.0000 .4453 Model coeff se t p LLCI ULCI constant 4.3121 .0332 130.0089 .0000 4.2467 4.3775 IWE -.0359 .0604 -.5952 .5524 -.1551 .0832 PA .0113 .0382 .2954 .7680 -.0641 .0867 int_1 .1078 .0775 1.3899 .1662 -.0452 .2607 ************************************************************************* Conditional effect of X on Y at values of the moderator(s): IWE Effect se t p LLCI ULCI -.5686 -.0500 .0574 -.8707 .3850 -.1633 .0633 .0000 .0113 .0382 .2954 .7680 -.0641 .0867 .5686 .0726 .0593 1.2248 .2222 -.0443 .1895 Values for quantitative moderators are the mean and plus/minus one SD from mean. Values for dichotomous moderators are the two values of the moderator. ************************************************************************** Figure 8: Hayes Moderation Analysis (PA, EP & IWE)
107
Model = 4 Y = EP X = RS M = HROC Sample size 193 ************************************************************************** Outcome: HROC Model Summary R R-sq MSE F df1 df2 p .3664 .1342 .7370 29.6160 1.0000 191.0000 .0000 Model coeff se t p constant 1.5327 .2803 5.4672 .0000 RS .4376 .0804 5.4421 .0000 ************************************************************************** Outcome: EP Model Summary R R-sq MSE F df1 df2 p .0410 .0017 .2070 .1601 2.0000 190.0000 .8522 Model coeff se t p constant 4.4037 .1598 27.5634 .0000 HROC -.0003 .0383 -.0084 .9933 RS -.0240 .0458 -.5234 .6013 ************************** TOTAL EFFECT MODEL **************************** Outcome: EP Model Summary R R-sq MSE F df1 df2 p .0410 .0017 .2059 .3219 1.0000 191.0000 .5712 Model coeff se t p constant 4.4032 .1482 29.7164 .0000 RS -.0241 .0425 -.5673 .5712 **************************************************************************
Figure 9: Hayes Mediation Analysis (RS, HROC & EP)
108
Model = 4 Y = EP X = TD M = HROC Sample size 193 ************************************************************************** Outcome: HROC Model Summary R R-sq MSE F df1 df2 p .5905 .3487 .5544 102.2427 1.0000 191.0000 .0000 Model coeff se t p constant .9084 .2157 4.2123 .0000 TD .6854 .0678 10.1115 .0000 ************************************************************************** Outcome: EP Model Summary R R-sq MSE F df1 df2 p .0776 .0060 .2061 .5750 2.0000 190.0000 .5637 Model coeff se t p constant 4.4275 .1375 32.2110 .0000 HROC .0197 .0441 .4463 .6559 TD -.0538 .0512 -1.0505 .2948 ************************** TOTAL EFFECT MODEL **************************** Outcome: EP Model Summary R R-sq MSE F df1 df2 p .0705 .0050 .2052 .9549 1.0000 191.0000 .3297 Model coeff se t p constant 4.4454 .1312 33.8811 .0000 TD -.0403 .0412 -.9772 .3297 **************************************************************************
Figure 10: Hayes Mediation Analysis (TD, HROC & EP)
109
Model = 4 Y = EP X = PA M = HROC Sample size 193 ************************************************************************** Outcome: HROC Model Summary R R-sq MSE F df1 df2 p .5428 .2946 .6004 79.7860 1.0000 191.0000 .0000 Model coeff se t p constant 1.3755 .1924 7.1473 .0000 PA .5779 .0647 8.9323 .0000 ************************************************************************** Outcome: EP Model Summary R R-sq MSE F df1 df2 p .0347 .0012 .2071 .1142 2.0000 190.0000 .8921 Model coeff se t p constant 4.3192 .1272 33.9455 .0000 HROC -.0175 .0425 -.4123 .6806 PA .0193 .0452 .4269 .6700 ************************** TOTAL EFFECT MODEL **************************** Outcome: EP Model Summary R R-sq MSE F df1 df2 p .0175 .0003 .2062 .0587 1.0000 191.0000 .8088 Model coeff se t p constant 4.2951 .1128 38.0859 .0000 PA .0092 .0379 .2423 .8088 **************************************************************************
Figure 11: Hayes Mediation Analysis (PA, HROC & EP)
110
Gender
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
Male
176
91.2
91.2
91.2
Female
17
8.8
8.8
100.0
Total
193
100.0
100.0
Table 19: Frequency of Gender (Staff)
Figure 12: Bar Chart of Gender (Staff)
111
Age
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
20-30
49
25.4
25.4
25.4
31-40
90
46.6
46.6
72.0
41-50
26
13.5
13.5
85.5
51-60
28
14.5
14.5
100.0
Total
193
100.0
100.0
Table 20: Frequency of Age (Staff)
Figure 13: Bar Chart of Age (Staff)
112
Level of Education
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
PHD
0
0.0
0.0
0.0
M.Phil.
6
3.1
3.1
3.1
Masters
66
34.2
34.2
37.3
Graduation
65
33.7
33.7
71.0
Intermediate
34
17.6
17.6
88.6
Matriculation
22
11.4
11.4
100.0
Total
193
100.0
100.0
Table 21: Frequency of Level of Education (Staff)
Figure 14: Bar Chart Level of Education (Staff) 113
Job Title Frequency
Percent
Valid Percent
Cumulative Percent
Assistant
41
21.2
21.2
21.2
Senior Clerk
42
21.8
21.8
43.0
Junior Clerk
110
57.0
57.0
100.0
Total
193
100.0
100.0
Valid
Table 22: Frequency of Job Title (Staff)
Figure 15: Bar Chart of Job Title (Staff)
114
Service Tenure
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
Less than 1 year
2
1.0
1.0
1.0
1-5
34
17.6
17.6
18.7
6-10
48
24.9
24.9
43.5
11-15
39
20.2
20.2
63.7
16-20
16
8.3
8.3
72.0
21 and above
54
28.0
28.0
100.0
Total
193
100.0
100.0
Table 23: Frequency of Service Tenure (Staff)
Figure 16; Bar Chart of Service Tenure (Staff)
115
Working Station
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
Lahore
139
72.0
72.0
72.0
Rawalpindi
23
11.9
11.9
83.9
Multan
18
9.3
9.3
93.3
Bahawalpur
13
6.7
6.7
100.0
Total
193
100.0
100.0
Table 24: Frequency of Working Station (Staff)
Figure 17: Bar Chart of Working Station (Staff)
116
Figure 18: Bar Chart of Gender (Management)
Figure 19: Bar Chart of Age (Management) 117
Figure 20: Bar Chart Level of Education (Management)
Figure 21: Bar Chart of Job Title (Management) 118
Figure 22: Bar Chart of Service Tenure (Management)
Figure 23: Bar Chart of Working Station (Management) 119
