Hubungan Antara Pengurusan Sumber Manusia dengan Prestasi Organisasi: Budaya Organisasi Sebagai Pengantara

• Main Author: Tang, Swee Mei
• Format: Thesis
• Language: English; English
• Published: 2012
• Subjects: HF5549-5549.5 Personnel Management. Employment
• Online Access: https://etd.uum.edu.my/3484/1/s90843.pdf; https://etd.uum.edu.my/3484/7/s90843.pdf; https://etd.uum.edu.my/3484/

This study investigates the relationship between human resource management (HRM) practices and organizational performance, and the organizational culture as a mediator variable. HRM practices include employee hiring, performance appraisal, training and development, performance-based compensation, career management, information sharing, and job security. Organizational culture include participation, coordination and integration, open communication, trust, improvement, and cooperation. While organizational performance variables include rate of sales growth, profit margins, operational outcome, and human resource outcome. A research framework was developed, and four main hypotheses and fourteen specific hypotheses were posited and tested. The study was based on a survey design and cross sectional. A total of 137 questionnaires were collected from Malaysian manufacturing organizations, and were used in subsequent statistical analyses. The study hypotheses were tested using correlational and multivariate analyses. The results supported all the hypotheses posited for the study, suggesting that HRM practices can influence organizational performance. Pearson correlations indicated that all of the HRM practices have significant correlation with organizational culture and performance variables. Results of canonical correlation found that a set of HRM practices, organizational culture and organizational performance have significant correlation with each other. However, the finding indicated a possible effects of multicollinearity. The results of principle component analysis and simple linear regression indicated significantly positive relationships between HRM practices, organizational culture, and organizational performance. Finally, structural equation modeling highlighted the role of organizational culture in mediating the relationship between HRM and organizational performance. In conclusion, this study provided insight and further understanding of the interrelationship between HRM, organizational culture and organizational performance, and hence allows practitioners to gain in depth knowledge about the impact of HRM on organizational performance.