HRM practices and employee performance : the mediation effect of self efficacy, public service motivation and career opportunity

• Main Author: Tabiu, Abubakar
• Format: Thesis
• Language: English; English
• Published: 2016
• Subjects: HF5549-5549.5 Personnel Management. Employment
• Online Access: https://etd.uum.edu.my/7184/1/s95433_01.pdf; https://etd.uum.edu.my/7184/2/s95433_02.pdf; https://etd.uum.edu.my/7184/

The main objective of this study was to empirically examine the influence of human resource management (HRM) practices (job rotation, training and development, compensation, job autonomy, communication and career planning) on the performance of Nigerian public sector employees. The study also explored the mediating role of self-efficacy, public service motivation and career opportunity on the relationship between HRM practices and employee performance. In addition, employee performance was measured in terms of task performance, contextual performance and adaptive performance. Using cross sectional survey method, data was collected from 265 employees of local governments in North Western region of Nigeria. The data collected was analyzed using Partial Least Square Structural Equation modeling. Findings indicated that the HRM practices predict the three dimensions of employee performance differently. It was revealed that five HRM practices (job rotation, training & development, compensation, job autonomy and career planning) had significant and positive influence on employee task performance, while four HRM practices (job rotation, job autonomy, communication and career planning) influences both contextual and adaptive performance. Furthermore, the results indicated that self-efficacy, PSM and career opportunity mediates the relationship between HRM practices and employee performance. Specifically, self-efficacy fully mediated the relationship between job rotation and employee task performance, and partially mediates relationship between job rotation and employee adaptive performance. PSM mediates the relationship between job autonomy, and compensation, and all three employee performance dimensions. Moreover, career opportunity mediates relationship between communication and employee task and contextual performance. In general, the findings supported that HRM practices had positive direct and indirect influence on employee task, contextual and adaptive performance. The findings suggested that management of public sector organizations can encourage higher performance among employees directly through effective HRM practices and indirectly by promoting high self-efficacy, PSM and career opportunity.