Testing the Impact of the Human Resource Management Practices on Job Performance: An Empirical Study in the Egyptian Joint Venture Petroleum Companies

Nermine Magdy Atteya

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

Abstract

Past empirical evidence has suggested that a positive effective, objective and fair human resource management practices may enhance job performance. The major objective of this study is to extend previous research by proposing and testing an integrative model that examines the mediating variables underlying the relationship between the human resource management practices and job performance. Data were collected from 549 supervisors in the petroleum industry in Egypt. The multiple regression technique is used to test hypotheses. The results demonstrated that the human resource management practices influence job performance indirectly through: (1) positive job satisfaction, organizational commitment, and organizational citizenship behavior, and (2) negative quitting intention and negative word of mouth. Recommendations, managerial implications, and areas for future research are discussed.

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1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.2002Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences 1991Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors 1988Organizational Citizenship Behavior: The Good Soldier Syndrome.1984Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover.2001The resource-based view of the firm: Ten years after 1991 1994Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective 2002The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis.

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