The mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public sector

• Main Author: Al Damoe, Fathi Mohamed Abduljlil
• Format: Thesis
• Language: English; English
• Published: 2014
• Subjects: HD58.7 Organizational Behavior.; HF5549-5549.5 Personnel Management. Employment
• Online Access: https://etd.uum.edu.my/4353/1/s92554.pdf; https://etd.uum.edu.my/4353/7/s92554_abstract.pdf; https://etd.uum.edu.my/4353/

Due to the lack of clarity between the Human Resource Management (HRM) practices and Human Resource (HR) outcomes, this study investigates the mediating role of organizational climate on the relationship between HRM practices (selection and recruitment, training and development, compensation and rewards, performance appraisal and HR planning) and HR outcomes in the public sector in Libya. A crosssectional study using questionnaire survey was conducted, whereby the questionnaires were distributed through self-administered procedure. Questionnaire data were generated from 176 respondents comprising HRM managers in the Libyan public sector. The results from the hypothesis testing indicate,among others, that overall, there is a significant relationship between HRM practices and HR outcomes. Further findings show that organizational climate significantly and fully mediates the relationship between performance appraisal, compensation and rewards and HR planning and HR outcomes, but not the relationship between training and development and recruitment and selection and HR outcomes. Based on the findings, it can be concluded that HRM practices, such as selection and recruitment, training and development, compensation and rewards, performance appraisal and HR planning are significant and important factors that determine HR outcomes in an organization. Therefore, the study recommends that HRM practitioners and policy makers, should pay more attention to HRM practices in order to effectively improve HR outcomes in the organization. The study provides additional insight on the organizational climate from the Libyan perspective. Additionally, the study highlights the theoretical and practical implications with the limitations of the study and suggestions for future study also being included.