Indira Management Review

Open Access Open Access  Restricted Access Subscription Access

A Study on the Impact of Human Resource Management on the Performance at an Educational Institution:A Study amongst the Workforce


Affiliations
1 Department of Technology Management, Defence Institute of Advanced Technology, Pune, India
2 Defence Institute of Advanced Technology, Pune, India
 

Today, Human Resource Management (HRM) practices are considered a crucial and considerable contributory factor in the performance of all organizations. This research study analyses the significance and consequence of human resource management (HRM) practices on the organizational performance of an Indian educational institution. The major aim of the study is to investigate whether there exists a relationship between 'HRM Practices' and the 'Performance of the Educational Institution'. The research studies the impact of the following HRM practices: training, performance appraisal, career planning, employee participation, job definition, compensation and selection on the performance of an educational institution.

Keywords

HRM, Educational Institution, Organizational Performance, Training, Performance Appraisal, Career Planning, Employee Participation, Job Description, Compensation, Selection.
User
Notifications
Font Size


  • Beer, M., Spector, B., Lawrence, P.R., Mills, D.Q. and Walton, R.E. (1984), “A Conceptual View of HRM”, Managing Human Assets, Free Press, New York Chap. 2.

  • Buchanan, D. and Huczynski, A. (2004), Organizational Behaviour: An Introductory Text, 5th ed. Harlow: Prentice Hall.

  • Balochi, Q.B., Ali, N., Kiani, T.S., Ahsan, A. and Mufty, A. (2010), “Relationships between Human Resources Practices and Perceived Employees’ Performance of Bankers in NWFP, Pakistan (an Empirical Evidence)”, European Journal of Social Science, Vol. 18 No. 2, pp. 210–214.

  • Chen, S.H., Wang, H.H. and Yang, K.J. (2009), “Establishment and Application of Performance Measure Indicators for Universities”, The TQM Journal, Vol. 21, No. 3, pp. 220–235.

  • Danish, R.Q. and Usman, A. (2010), “Impact of Reward and Recognition on Job Satisfaction and Motivation: An Empirical Study from Pakistan”, International Journal of Business and Management, Vol. 5, No. 2, pp. 159–167.

  • Delaney, J.T. and Huselid, M.A. (1996), “The Impact of Human Resource Management Practices on Perceptions of Organizational Performance”, Academy of Management Journal, Vol. 39, pp. 949–969.

  • Devanna, M.A., Fombrun, C.J. and Tichy, N.M. (1984), “A Framework for Strategic Human Resource Management”, in Fombrun, C.J., Tichy, M.M. and Devanna, M.A. (eds) Strategic Human Resource Management, New York: John Wiley.

  • Parameswaran, E.G. (2003), “Perspectives on HRD”, Neelkamal Publications Pvt. Limited.

  • Guest, D. (1997), “Human Resource Management and Performance: A Review and Research Agenda”, International Journal of Human Resource Management, Vol. 8, No. 3, pp. 263–276.

  • Guest, D. (2002), “Human Resource Management, Corporate Performance and Employee Well Being: Building The Worker into HRM”, The Journal of Industrial Relations, Vol. 44, No. 3, pp. 335–358.

  • Haslinda (2009), The Journal of International Social Research, Vol. 2/ 9 Fall 2009, p. 180.

  • Khan, M.A. (2010), “Effects of Human Resource Management Practices on Organizational Performance–An Empirical Study of Oil and Gas Industry in Pakistan”, European Journal of Economics, Finance and Administrative Sciences, Vol. 24, pp. 157–175.

  • Qureshi, M. Tahir and Mohammad, Ramay I. (2006), “Impact of Human Resource Management Practices on Organizational Performance in Pakistan”, Muhammad Ali Jinnah University, Islamabad.

  • Qureshi, M.T., Ayisha, A., Mohammad, A.K., Rauf, A.S. and Syed, T.H. (2010), “Do Human Resource Management Practices have an Impact on Financial Performance of Banks?”, African Journal of Business Management, Vol. 4(7), pp. 1281–1288.

  • Shahzad, K., Bashir, S. and Ramay, M.I. (2008), “Impact of Human Resource Practices on Perceived Performance of University Teachers in Pakistan”, International Review of Business Research Papers, Vol. 4(2), pp. 302–315.

  • Storey, J. (1995), Human Resource Management: A Critical Text, London, Routledge.

  • Tanveer, Y., Shaukat, M.Z., Alvi, S.A. and Munir, A. (2011), “The Way Human Resource Management (HRM) Practices Effect Employees Performance: A Case of Textile Sector”, Vol. 1(4), pp. 112–117.

  • Wright, P.M., Gardner, T.M. and Moynihan, L.M. (2003), “The Impact of Human Resources Practices on the Performance of Business Unit”, Human Resources Management Journal, Vol. 13(3), pp. 21–36.


Abstract Views: 342

PDF Views: 126




  • A Study on the Impact of Human Resource Management on the Performance at an Educational Institution:A Study amongst the Workforce

Abstract Views: 342  |  PDF Views: 126

Authors

Sumati Sidharth
Department of Technology Management, Defence Institute of Advanced Technology, Pune, India
Ruby Matthew
Defence Institute of Advanced Technology, Pune, India
Ekanto Ghosh
Department of Technology Management, Defence Institute of Advanced Technology, Pune, India

Abstract


Today, Human Resource Management (HRM) practices are considered a crucial and considerable contributory factor in the performance of all organizations. This research study analyses the significance and consequence of human resource management (HRM) practices on the organizational performance of an Indian educational institution. The major aim of the study is to investigate whether there exists a relationship between 'HRM Practices' and the 'Performance of the Educational Institution'. The research studies the impact of the following HRM practices: training, performance appraisal, career planning, employee participation, job definition, compensation and selection on the performance of an educational institution.

Keywords


HRM, Educational Institution, Organizational Performance, Training, Performance Appraisal, Career Planning, Employee Participation, Job Description, Compensation, Selection.

References