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Outline

Title
Abstract
Key Takeaways
Figures
Introduction
Literature Review
Research Objective
Analysis and Interpretation
Discussion and Conclusion
References
All Topics
Business and Management
Human Resources Management

Role of HRM practices in performance of organization

Profile image of sumaira aslamsumaira aslam

International journal of health sciences

https://doi.org/10.53730/IJHS.V6NS2.7282
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6 pages

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Abstract

The goal of this article is to look at the effect that human resource management methods have on an organization's performance. Human resource management methods are crucial to employee retention and organizational performance improvement. This paper establishes a conceptual framework that is then validated by a panel of researchers. Nowadays, a significant deal of research is being undertaken on human resource practices. Though research on performance in human resource management strategies is few, it is gaining popularity in other fields.

Key takeaways
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  1. Human resource management practices significantly correlate with organizational performance at 0.973.
  2. The study establishes a framework for validating HRM's impact on performance.
  3. Effective HRM strategies enhance employee retention and organizational success.
  4. Current research emphasizes the need for comprehensive approaches to HRM studies.
  5. HRM practices are increasingly recognized as a source of competitive advantage for organizations.
Figures (2)
Table -I Regression Analysis Table 1 summarizes the model's statistical significance and R square value. This indicates that the model is statistically significant at a 0.01 confidence level. The t-test for independent variable significance reveals that all variables are significant at the 0.01 level except Performance Appraisal. The variable Performance Appraisal is significant at the 0.06 level. Correlation refers to a large set of statistical relationships that involve reliance. The purpose of this study was to establish the degree to which two quantitative variables, human resource management practices and organizational performance, are connected.
Table -I Regression Analysis Table 1 summarizes the model's statistical significance and R square value. This indicates that the model is statistically significant at a 0.01 confidence level. The t-test for independent variable significance reveals that all variables are significant at the 0.01 level except Performance Appraisal. The variable Performance Appraisal is significant at the 0.06 level. Correlation refers to a large set of statistical relationships that involve reliance. The purpose of this study was to establish the degree to which two quantitative variables, human resource management practices and organizational performance, are connected.
Table — II Correlation between HRM Practices and Organizational performance The correlation coefficient between human resource management practices and organizational performance is 0.973. It establishes a 0.01 level correlation between human resource management practices and organizational performance. The practices of human resource management have the largest overall impact on an organization's success.
Table — II Correlation between HRM Practices and Organizational performance The correlation coefficient between human resource management practices and organizational performance is 0.973. It establishes a 0.01 level correlation between human resource management practices and organizational performance. The practices of human resource management have the largest overall impact on an organization's success.

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References (21)

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Related topics

  • Business
  • Health Sciences
  • Knowledge Management
  • Employee Retention
  • Human Resources and Organization...
  • Hr Practices
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