Pengaruh Amalan Pengurusan Sumber Manusia (PSM) terhadap Hasil PSM di IPTS Bukan Bertaraf Universiti

Norasmah Othman · Zuraidah Ahmad · Mohd Izham Mohd Hamzah

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

Kajian ini bertujuan meninjau perkaitan antara amalan PSM dan hasil PSM. Amalan PSM yang dikaji ialah amalan pemilihan staf, latihan dan pembangunan, perancangan dan pembangunan kerjaya, penilaian prestasi, ganjaran, keselamatan dan kesihatan pekerjaan serta hubungan pekerja. Manakala hasil PSM ialah kemahiran, sikap dan tingkah laku. Kajian ini dijalankan di 23 institusi pengajian tinggi swasta bukan bertaraf universiti (IPTS) di zon selatan Semenanjung Malaysia dengan menggunakan kaedah tinjauan. Kajian ini menggunakan soal selidik sebagai instrumen utama. Seramai 341 orang responden yang terdiri daripada staf pengurusan, staf akademik dan staf sokongan terlibat dalam kajian ini. Analisis regresi berganda langkah demi langkah menunjukkan 63.5 peratus perubahan dalam sikap disumbangkan oleh amalan PSM iaitu hubungan pekerja, ganjaran, pemilihan staf dan penilaian prestasi. Dapatan kajian juga memberikan bukti empirikal bahawa sikap staf menjadi pengantara bagi hubungan antara amalan PSM dengan tingkah laku dan kemahiran staf. ABSTRACT The purpose of this study is to examine the link between human resource management (HRM) practices and the outcomes of HRM. HR practices consist of staff selection, training and development, career planning and development, performance appraisal, rewards, safety and health, and workers relation. On the other hand, HRM outcomes include as skills, attitude and behaviour. The research is based on a sample gathered from 23 non-university private higher educational institutions (PHEIs) in the southern region of West Malaysia. This survey used questionnaires as its main instrument and is conducted on 341 respondents for three groups of employees: managers, academicians dan supporting staffs . The stepwise multiple regression analysis shows that 63.5 percent of the changes in attitude is due to its relationship with HRM practices namely workers relation, rewards, staff selection and performance appraisal. Results also provide empirical proofs that attitude mediated the relationship between HR practices and staff behaviour and skills.

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References

1970Determining Sample Size for Research Activities 1993Research methods for business: A skill building approach 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.2002Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis.1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE.2004Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System 2006Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms 1994The Work Preference Inventory: Assessing intrinsic and extrinsic motivational orientations.

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2021Relationship between Human Resource Management Practices and Employee’s Turnover Intention: An Empirical Study

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