Understanding Perceived Organizational Performance through Human Resource Practices

Abstract

The aim of this research study is to examine the causal relation of human resource management practices with perceived organizational performance. The study was conducted in Punjab Emergency services (Rescue 1122) of Pakistan. This study provides new insight to HR managers that they can increase the productivity of employees and improve the overall performance of organization. Sample of the study was the different cadres of rescue workers of Punjab Emergency services (Rescue 1122) of Pakistan. Among 384 questionnaires, 324 questionnaires were considered useful for data analysis. Regarding this, response rate was considered 84.38%. In order to examine casual relation of human resource management practices with perceived organizational performance, SEM has been incorporated. The findings of this research study suggested that HR managers now have to consider human resource management practices for achieving competitive advantage in the form of employees capacity building, worker’s commitment with organization and ownership of their responsibilities in Punjab Emergency services (Rescue 1122) of Pakistan. Moreover, relation of perceived organizational performance with other variables like recruitment and selection, training and development, reward and compensation, performance appraisal and employees participation were found positive and significant

Keywords: perceived organizational performance, training and development, Rescue 1122, Reward, performance appraisal