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An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator

Author

Listed:
  • Faiza Manzoor

    (Department of Agricultural Economics and Management, Zhejiang University, Hangzhou 310029, China)

  • Longbao Wei

    (Department of Agricultural Economics and Management, Zhejiang University, Hangzhou 310029, China)

  • Tamás Bányai

    (Institute of Logistics, University of Miskolc, 3515 Miskolc, Hungary)

  • Mohammad Nurunnabi

    (St Antony’s College, University of Oxford, Oxford, 62 Woodstock Road, Oxford OX2 6JF, UK
    Department of Accounting, Prince Sultan University, P.O. Box 66833, Riyadh 11586, Saudi Arabia)

  • Qazi Abdul Subhan

    (Bahria Business School, Bahria University, Islamabad, P.O. 44000, Pakistan)

Abstract

This study attempts to examine the role of sustainable Human Resource Management (HRM) practices on job performance and encompasses training as a moderator variable to further evaluate the association among HRM practices and employee’s job performance.The study seeks to measure the effect of selection, participation, and employee empowerment on job performance in the publicly owned universities of Pakistan. The descriptive survey research design was utilized for this study. The target population was the entire teaching staff of two publicly owned universities (namely “The University of Agriculture Peshawar” and “Hazara University Mansehra” Pakistan). By using a convenient sampling technique, 130 sample participants were selected from the target population. The reliability scales were tallied by using Cronbach’s Alpha. The findings of the study are gleaned by using regression to investigate the role of HRM practices in job performance and whether training moderated the association between HRM practices and employee performance. Through Statistical Package of Social Science (SPSS), Hayes process was used regarding the moderation effect of training between HRM practices and job performance. The main results of regression analysis validate that HRM practices, such as selection, participation, and employee empowerment, have a significant and positive effect on employee job performance. Specifically, the study suggests that training significantly moderates the effect of HRM practices on the performance of employees and that sustainability of HRM practices has a great impact on job performance. Based on the outcomes the study confirms that the proposed hypotheses are statistically significant. Furthermore, directions for future research are offered.

Suggested Citation

  • Faiza Manzoor & Longbao Wei & Tamás Bányai & Mohammad Nurunnabi & Qazi Abdul Subhan, 2019. "An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator," Sustainability, MDPI, vol. 11(8), pages 1-19, April.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:8:p:2263-:d:222936
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    References listed on IDEAS

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    2. Faiza Manzoor & Longbao Wei & Mohammad Nurunnabi & Qazi Abdul Subhan & Syed Irshad Ali Shah & Samaher Fallatah, 2019. "The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs," Sustainability, MDPI, vol. 11(2), pages 1-14, January.
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