IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEE PERFORMANCE WITH MODERATING EFFECT OF ORGANIZATION POLITICS: A STUDY ON THE PERCEPTION OF EMPLOYEES IN THE PUBLIC SECTOR HOSPITALS OF KARACHI PAKISTAN

Abstract

The prime purpose of this study is to inspect the perception of employees regarding the impact of human resource management practices including recruitment and selection, training and development, performance appraisal, and compensation on three dimensions of employee performance i.e., adaptive performance, task performance, and contextual performance, along with moderating effect of organization politics in terms of nepotism and favoritism in the hospitals (public sector) of Karachi, Pakistan. A deductive approach employed with an explanatory form of research towards examining the impact of the chosen HRM practices on the performance of employees. Besides, a stratified sampling technique was adopted to obtain data from 384 respondents including doctors, nurses, and paramedical staff. Furthermore, the collected data were examined by utilizing SPSS version 25 as well as AMOS version 22. was From the statistical analysis, fallouts of the study specify that recruitment and selection, training and development, and performance appraisal have a significant influence adaptive, task, and contextual performance. Similarly, compensation has a noteworthy effect on task and contextual performance while an insignificant effect was observed on adaptive performance. As per the obtained fallouts of the study, the impact of recruitment and selection, training and development, performance appraisal, and compensation adaptive and contextual performance has not been moderated by nepotism. On the other hand, fallouts of the study also indicate that the impact of recruitment and selection, training and development, and compensation on task performance has been moderated by nepotism on on whereas the impact of performance appraisal on task performance has not been moderated by nepotism. In addition, results also indicate that favoritism has played a moderating role between recruitment and selection as well as training and development, adaptive and task performance whereas favoritism has not played a moderating role between performance appraisal, compensation adaptive, and task performance. Moreover, favoritism has displayed a moderating role between recruitment and selection and contextual performance whereas favoritism has not displayed a moderating role between training and development, performance appraisal, compensation, and contextual performance. Moreover, the social exchange theory, procedural justice theory, and resource-based theory provide substantial support to the proposed research model of the current study. This study can be of significance for health care organizations, to forestall and comprehend the pointers such as HRM practices and organization politics connecting to the performance of the employee. Therefore, this study could be valuable to HR managers at health care organizations as well as for policymakers and researchers to utilize the findings of this study in order to improve employee performance.