The influence of selected human resource management practices on task performance through networking behaviour

• Main Author: Amin, Ahmad Farid
• Format: Thesis
• Language: English
• Published: 2021
• Subjects: H Social Sciences (General)
• Online Access: http://eprints.utm.my/106882/1/AhmadFaridAminPFTIR2021.pdf; http://eprints.utm.my/106882/; http://dms.library.utm.my:8080/vital/access/manager/Repository/vital:156342?site_name=Restricted+Repository&query=The+influence+of+selected+human+resource+management+practices+on+task+performance+through+networking+behaviour&queryType=vitalDismax

This research examined the relationship between selected human resource management (HRM) practices and task performance in a Malaysian private university. The selected human resource management practices are training and development, compensation and benefits, recruitment and selection, and performance appraisals. This research also proposed networking behaviour as a mediator between HRM-task performance linkages. This study adopted the quantitative method to examine the relationship of the variables as the quantitative approach provides valid and reliable statistical evidences on the relationships' strength. A sample of 242 non-academic and administrator staff were selected using convenience sampling from 12 Universiti Kuala Lumpur (UniKL) campuses in Peninsular Malaysia. Data were obtained through a survey questionnaire using a cross-sectional technique which comprises of 48 items. Data were analysed using IBM SPSS Statistics 23 software for descriptive analysis and Smart Partial Least Square (SmartPLS) version 3 for bootstrapping analysis. The result reveals that only two HRM practices (training and development practices, and recruitment and selection practices) have a significant relationship with task performance. However, the other two HRM practices (rewards and benefits practices and performance appraisal) did not significantly impact task performance. Networking behaviour was found to have a significant relationship with task performance. Meanwhile, networking behaviour only mediates relationship between training and development practices and task performance. This study has contributed to the development of HRM-employee performance framework by examining the mediating role of networking behaviour. The implications of these findings should provide insight and information about the circumstances that a university would employ and complement the HRM practices, making HRM systems more comprehensive and cost-effective.